Constructive Styles in Action | Human Synergistics Circumplex
Explore how the Achievement, Self-Actualising, Humanistic-Encouraging, and Affiliative styles show up in real life — and how you can develop them.
What are the Constructive Styles?
This video series features short, focused conversations between Human Synergistics consultants as they explore the four Constructive styles of the Circumplex: Achievement, Self-Actualising, Humanistic-Encouraging, and Affiliative.
Each episode unpacks the mindset and behaviours behind a style — how it shows up in action, how it differs from other styles, and why it matters. You’ll hear practical examples, coaching prompts, and leadership habits that bring each style to life.
These four styles underpin effective leadership, coaching, and team development. If you’re looking to improve communication, strengthen culture, or build trust in hybrid teams, this series offers practical next steps.
Affiliative Style: Building Trust and Collaboration
Stronger relationships, faster problem-solving.
Affiliative is about genuine connection, inclusion and trust — not being “nice” for the sake of it. When relationships are strong, tough conversations get easier and roadblocks get cleared faster.
In this video:
- Why prioritising relationships helps you deliver results
- How to build trust in hybrid/remote teams (on purpose)
- The difference between Affiliative and Approval
- Practical ways leaders and team members can keep relationships warm
Key Actions for Leaders
- Walk the floor or check in virtually — regularly
- Prioritise relationships when solving problems
- Build shared goals with other teams
- Use video or voice for difficult conversations
Key Actions for Team Members
- Take time to connect — don’t rush every interaction
- Use hybrid catchups to maintain relationships
- Celebrate others’ wins and efforts
- Give feedback respectfully, even when tricky
Key Actions for Practitioners
- Help clients reflect on how they build trust and connection across different stakeholder groups
- Explore how they manage relationships under pressure (e.g. during conflict or deadlines)
- Challenge assumptions about “being liked” vs being respected and relationally effective
- Use feedback to identify relational strengths and blind spots
Humanistic-Encouraging: Coaching Through Challenge and Support
Stretch and support — at the same time.
This is the coaching style: believing in people’s potential, giving honest feedback, holding standards, and helping others think for themselves.
In this video:
- “Tough love” done respectfully (not just being nice)
- How to run real 1:1s that don’t get cancelled
- Praise that actually lands (and doesn’t inflate the currency)
- Questions to ask so your team solves problems without you being the “easy button”
Key Actions for Leaders
- Don’t cancel 1:1s — protect development time
- Ask more than you tell
- Offer praise spontaneously, not just formally
- Help others think through a problem instead of solving it for them
Key Actions for Team Members
- Seek input early — don’t design in isolation
- Give helpful feedback, not just compliments
- Ask your leader for a development conversation
- Acknowledge your colleagues’ efforts more often
Key Actions for Practitioners
- Encourage clients to explore their beliefs about people’s potential (e.g. “Do you believe people can grow?”)
- Support clients to find their balance between challenging and supporting others
- Reflect on how they give feedback: frequency, clarity, tone
- Use real team or leadership situations to practise coaching-style conversations
Self-Actualising: Leading with Authenticity and Growth
Be authentic, curious and brave enough to try.
Self-Actualising is living by your values, experimenting, learning, and backing yourself — without the ego. It’s confidence with humility.
In this video:
- Purpose, values and boundaries (and how to use them to say “no” well)
- Shifting from external validation to self-validation
- Moderate risk-taking and trying new things on purpose
- How to be confident without being arrogant
Key Actions for Leaders
- Get clear on your personal values and role purpose
- Say “no” when needed — model boundary setting
- Take smart risks and reflect on the outcome
- Encourage curiosity and experimentation
Key Actions for Team Members
- Try one new thing each week — big or small
- Set a learning goal, not just a performance goal
- Back yourself — make the decision instead of asking
- Notice and celebrate your own growth
Key Actions for Practitioners
- Help clients clarify personal values and explore how consistently they live them at work
- Reflect on identity beyond job title — who are they becoming?
- Challenge external validation patterns; help them define “success” for themselves
- Encourage calculated risk-taking or experimentation with low-stakes behaviour change
Achievement: Setting Goals That Drive Real Progress
High standards, clear goals, real progress.
Achievement is about setting meaningful goals, focusing on improvement and measuring progress — without slipping into perfectionism.
In this video:
- The difference between high standards and unrealistic ones
- Progress as motivation
- Planning, feedback loops and celebrating wins
Key Actions for Leaders
- Set clear goals — what, why, and what success looks like
- Share responsibility and involve others in planning
- Focus on progress, not perfection
- Run post-project reviews (What Worked Well / Even Better If)
Key Actions for Team Members
- Clarify expectations before jumping in
- Build a step-by-step plan and track your progress
- Ask for feedback to improve — not just for approval
- Use a “ta-da” list to track and celebrate effort and progress
Key Actions for Practitioners
- Help clients set personally meaningful goals — not just “what’s expected”
- Work through their relationship with failure or imperfection (e.g. “What’s your tolerance for 80% done?”)
- Encourage reflection on how they define and measure progress
- Use tools like LSI or 360s to surface how others experience their drive — is it inspiring or overwhelming?