Effectiveness Institute

Effectiveness Institute Contact information, map and directions, contact form, opening hours, services, ratings, photos, videos and announcements from Effectiveness Institute, Business consultant, PO Box 3231, Bellevue, WA.

For 45 years, our workshops, assessments, and tools have helped our clients to create healthy cultures that achieve higher levels of performance by maximizing individual and team communication, collaboration, and productivity.

What You Can’t SeeI was out taking a walk the other evening and came across the sight captured in this picture. The fron...
09/15/2026

What You Can’t See

I was out taking a walk the other evening and came across the sight captured in this picture. The front yard of a nearby house had been dug out, down to about 15 feet in some places. Most noticeably, there was a huge hole next to a tree stump. I had walked by this house many times before over the years and recalled the huge magnolia tree where the stump was. The blossoms on that tree in the spring were spectacular, and in the summer, the large canopy of leaves provided cooling shade over the yard. I also remembered the lovely garden alongside the driveway and near the front porch. I imagined how heartbreaking all this probably was to the owners of the house.

It wasn’t new construction and didn’t look like anything was being remodeled. So, the next day, I was talking with a neighbor and asked if he’d seen the yard. He’d learned it was being dug out to remove soil that had been contaminated by a leak from a heating oil tank. I went by the next evening and noticed dark gray soil deep down, about 8 feet below the surface. This was the contaminated soil. And then I noticed the smell. Not overwhelming, but certainly not pleasant.

As I looked, I wondered about the condition of the soil in my life. No one walking by that house would have ever guessed how contaminated the soil was. It looked beautiful. Just like the owners of the house, I had worked over the years to create a “nice yard” for people to see. But what was below the surface? Not just a few feet below the surface, but 8, 12, and 15 feet down where no one could see? Where even I had a difficult time knowing what was really there in my own life. I shuddered a bit and wondered why anyone would want to know about that. My mind wandered to the common human experience of heartache, disappointment, and trauma that we all have experienced to some degree or another. And it all leaves a mark, often something others can’t see because it’s below the surface, and often deep down.

A few days later I learned the leak had happened many years ago and that they’d spent a great deal of time and money to identify the scope of it. I immediately thought of the hundreds of leaders I’d worked with over the years. Some wouldn’t think of doing the work of checking for contamination at all. Others would discover some and stop, as if recognizing it was enough.

But the contaminated soil is still there. Left untreated, it creates unsafe drinking water and poses serious human health risks, including acute illnesses or long-term diseases like cancer. It also causes significant damage to the ecosystem. Contaminated aquifers can discharge pollutants into nearby streams, lakes, or wetlands, harming local wildlife and aquatic life.

I can’t count the number of times I’ve said a sharp word, or many words, shut someone down, had negative thoughts, passed along an unnecessary and unhelpful story, fudged the truth, interrupted and talked over others, invalidated the feelings of others, or made backhanded or critical comments. And none of this even includes how I drive sometimes.

It’s not easy to acknowledge this, but I have a lot of contaminated soil in my life.

We all do.

Removing contaminated soil is disruptive. It’s messy. It can require digging much deeper than anyone expected. And for a while, things may look considerably worse than they did before.

Growth can be like that.

The leaders I admire most aren’t the ones with the nicest-looking yards. They’re the ones willing to find out what’s underneath them—and, when necessary, do the difficult work of digging it out.

Because what we can’t see can still affect everything growing around us.

Knowing your strengths is valuable. But it’s only part of the picture.There’s what we bring to our work—our talents, cap...
09/08/2026

Knowing your strengths is valuable. But it’s only part of the picture.

There’s what we bring to our work—our talents, capabilities, and strengths.

And then there’s how we bring it—how we communicate, collaborate, make decisions, and respond to the people around us.

That’s why strength inventories and Behavior Styles can work so well together. They provide different, but complementary, perspectives on individual and team effectiveness.

Our latest article explores why understanding both can give us more options for turning individual capability into individual and collective effectiveness.

https://effectivenessinstitute.com/what-you-bring-vs-how-you-bring-it/

Recently, we shared why the updated Behavior Styles model uses Directing, Influencing, Supporting, and Analyzing verbs t...
09/01/2026

Recently, we shared why the updated Behavior Styles model uses Directing, Influencing, Supporting, and Analyzing verbs that keep the emphasis on behavior rather than using nouns that can more easily become labels for people.

That same thinking influenced another intentional language change in our updated Behavior Styles model.

In our classic model, the Tension-Reaction Behaviors are:
Controller → Take Control
Persuader → Verbal Attack
Stabilizer → Acquiesce
Analyzer → Withdraw

In our new Leveraging Behavior Styles workshops and certifications, we're using:
Directing → Takes Control
Influencing → Verbally Unloads
Supporting → Over Accommodates
Analyzing → Disengages

We're not changing the fundamental behaviors we're describing. We're making the language more explicitly behavior focused.

Also, these tension reactions represent initial, instinctive patterns, not fixed behaviors assigned to particular people. Because behavior is influenced by both core and situational variables, any of us may demonstrate any of these reactions depending on the circumstances.

Understanding the patterns helps us recognize what we may be inclined to do first when tension rises, and gives us the awareness to choose what we do next.

This is important because Behavior Styles isn't about labeling someone's personality. It's about recognizing observable behavior and understanding the choices we have in how we respond.

And now the language we use for tension reactions reinforces it as well.

𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿 𝗶𝘀𝗻'𝘁 𝗮 𝗟𝗮𝗯𝗲𝗹There's a small but important detail in our updated Behavior Styles model that we haven't talked m...
08/26/2026

𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿 𝗶𝘀𝗻'𝘁 𝗮 𝗟𝗮𝗯𝗲𝗹

There's a small but important detail in our updated Behavior Styles model that we haven't talked much about yet.

We didn't just change the Style names:

Controller → Directing
Persuader → Influencing
Stabilizer → Supporting
Analyzer → Analyzing

We also intentionally changed them from 𝐧𝐨𝐮𝐧𝐬 𝐭𝐨 𝐯𝐞𝐫𝐛𝐬. Why does that matter?

Because Behavior Styles are about what people 𝐝𝐨, not who they 𝐚𝐫𝐞.

We've always taught that the four Styles represent patterns of observable behavior, not four types of people. But it's easy for a noun to become a label: "𝑆ℎ𝑒'𝑠 𝑎 𝐶𝑜𝑛𝑡𝑟𝑜𝑙𝑙𝑒𝑟" or "𝐻𝑒'𝑠 𝑎𝑛 𝐴𝑛𝑎𝑙𝑦𝑧𝑒𝑟."

By using Directing, Influencing, Supporting, and Analyzing, we help keep the focus on behavior.

We may demonstrate different Styles in different situations. Core and situational variables influence our behavior, and all of us have the ability to demonstrate all four Styles.

So rather than asking, "𝑊ℎ𝑎𝑡 𝑆𝑡𝑦𝑙𝑒 𝑖𝑠 𝑡ℎ𝑖𝑠 𝑝𝑒𝑟𝑠𝑜𝑛?" we encourage a different question: "𝑊ℎ𝑎𝑡 𝑆𝑡𝑦𝑙𝑒 𝑎𝑚 𝐼 𝑠𝑒𝑒𝑖𝑛𝑔 𝑜𝑟 ℎ𝑒𝑎𝑟𝑖𝑛𝑔 𝑟𝑖𝑔ℎ𝑡 𝑛𝑜𝑤?"

That's more than a change in terminology. It's a reminder of how the model is intended to be used: recognize the behavior, understand what you're experiencing, and make choices that help you work more effectively with others.

The Behavior You Tolerate Becomes the Culture You CreateI’ve had several conversations recently with leaders about cance...
08/11/2026

The Behavior You Tolerate Becomes the Culture You Create

I’ve had several conversations recently with leaders about cancerous behavior in the workplace. And I think there’s an important distinction we need to make when talking about it: the person is not the behavior.

Calling someone a “cancerous person” will actually contribute to an unhealthy culture. Instead, we need to identify and address the behaviors that erode trust, alignment, psychological safety, clarity, and engagement.

Sometimes those behaviors are obvious: intimidation, harassment, threats, or abuse. Others seem smaller: gossip, triangulation, undermining others, withholding information, or creating division.

But small behaviors don't necessarily have small consequences. Over time, they can produce the same outcome as the more obvious behaviors of fear, silence, conflict avoidance, favoritism, survival behavior, and increasing reliance on position power. Unintentional does not mean harmless.

There’s another distinction that matters, too. Some people genuinely don't recognize the impact of their behavior. When it's brought to their attention, they're willing to listen, learn, and change. Others justify it, blame others, deny their impact, or continue the behavior after it has been clearly addressed.

That distinction should influence our response.

Accountability begins with clarity about the behavior, its impact, and what needs to change. Sometimes it means coaching and growth. Ultimately, what matters is whether the behavior changes.

Through all of it, one principle needs to be central to maintain a healthy culture: cancerous behavior should be addressed directly and assertively but always with dignity and respect. Otherwise, we risk eliminating one destructive behavior while supporting another.

In a healthy culture, destructive behavior is addressed without diminishing the person.

What suggestions do you have for dealing with cancerous behavior in the workplace?

In a recent conflict workshop, I asked a participant - someone I thought I could banter with - how important honesty was...
08/05/2026

In a recent conflict workshop, I asked a participant - someone I thought I could banter with - how important honesty was to them.

"Very important," they replied.

With a straight face, I said, "I don't believe you."

As you can imagine, they were surprised. It didn't land well.

I asked the group if it was okay that I said that and they all said "no!".

So I followed up with, "Well, that's my honest opinion. And since they just said they value honesty, they shouldn't mind my telling them that, right?"

Of course, that wasn't the point.

The point was to explore how our values are constantly being prioritized based on the situation and the people involved.

In this case, the participant almost certainly does value honesty. But they also value being treated with respect and dignity. By publicly telling them I didn't believe them, I wasn't simply expressing honesty. I was questioning their integrity in a way that felt disrespectful.

In that moment, honesty wasn't the highest priority. Respect and dignity were.

These kinds of internal value trade-offs happen all the time, often without us even realizing it. And they can have a profound impact on trust, communication, and relationships.

The more skilled we become at recognizing these shifts in ourselves and in others, the better equipped we are to build trust instead of unintentionally eroding it.

I'd like to know how you may have experienced this.

- George

We are thrilled to introduce our new Discover Your Style™ series of Behavior Style assessments!Over the past few months,...
07/21/2026

We are thrilled to introduce our new Discover Your Style™ series of Behavior Style assessments!

Over the past few months, we've been sharing updates to our new Behavior Style model. Now we're excited to announce the first assessments built around that model.

The Discover Your Style series uses our updated Style names and circular model while preserving the same trusted concepts and interpretation our clients have relied on for years.

The good news? We're not replacing our Classic assessments—we'll continue to offer both, giving you the flexibility to choose the version that best fits your organization.

We'd love to hear your thoughts!

Your EI Team

Over the past several months, we've been sharing exciting changes at Effectiveness Institute—from our new Behavior Style...
07/07/2026

Over the past several months, we've been sharing exciting changes at Effectiveness Institute—from our new Behavior Style model and updated workshops to certification opportunities, new assessments, new resources, and a refreshed brand.

Today, we're excited to bring it all together with the launch of our new website.

It's more than a new look. It's a place to explore practical ideas, proven workshops, meaningful assessments, real client success stories, and resources designed to help leaders, teams, and organizations work more effectively together.

Whether you've been part of our journey for years or are just getting to know us, we invite you to take a look around.

We hope you'll enjoy exploring it as much as we enjoyed creating it.

👉 https://effectivenessinstitute.com

Thank you for being part of the Effectiveness Institute community. We'd love to hear what you think!

250 years...Americans often refer to the United States as a young country. In some ways, that's true. Compared with anci...
07/03/2026

250 years...

Americans often refer to the United States as a young country. In some ways, that's true. Compared with ancient civilizations and some countries, our national story is still relatively new.

But did you know the United States is actually older than many of the countries in the world today? It is also one of the oldest continuously operating constitutional republics in modern history.

So on this Fourth of July, we celebrate those 250 years with gratitude and a sense of responsibility: gratitude for everyone who helped build and preserve this country, and responsibility to keep working to build bridges, especially those we disagree with.

As you watch fireworks, gather for picnics or meals with friends or family, go hiking or biking or enjoy a quiet evening at home, we hope you'll join us in celebrating our great nation.

Wishing you and yours a safe and happy Fourth of July!

The EI Team

If you've ever taken a personality or behavior assessment, you've probably noticed that many of them look surprisingly s...
06/25/2026

If you've ever taken a personality or behavior assessment, you've probably noticed that many of them look surprisingly similar. Four quadrants. Different colors, letters, or names. Similar concepts.

So what makes the Effectiveness Institute's Behavior Style model different?

For us, the difference isn't the quadrants. It's the philosophy behind them—and how that philosophy helps people build stronger relationships and achieve better results.

https://effectivenessinstitute.com/blog/its-not-the-quadrants-what-makes-the-effectiveness-institutes-behavior-style-model-different/

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PO Box 3231
Bellevue, WA
98009

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Wednesday 8am - 5pm
Thursday 8am - 5pm
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