Personality Matters! Leadership. The Work World is a Social System. Successful Leaders ADAPT! Circles of Control & Influence

Transcription

1 Leadership Personality Matters! Leverage Your Style for Leadership Success Leadership today is about influence, not authority Mary bbajay Careerstone Group, LLC Leadership development is self development Successful Leaders DPT! The Work World is a Social System nticipate / ccept Change D Develop a Network dvance Diversity P T Play Well with Others Take Responsibility Circles of Control & Influence No Control or Influence No Control or Influence Influence Influence Control Control Every Interaction is an Opportunity 1

2 Leaders Need Emotional Intelligence Intent Versus Impact The ability to recognize and understand emotions in yourself and others bility to use this awareness to manage yourself and relationships with others We judge ourselves on intent Others judge us on impact It is our responsibility to manage our impact up, down and across! Beware the fundamental attribution error! The Golden Rule The Platinum Rule Treat others as you would like to be treated. Treat others as they would like to be treated. Manage Impact with Self wareness Self-awareness means knowing what drives your behavior ND your impact on others. It s ll bout You! v What 3 adjectives best describe you at work? What is the positive impact on others? What might be the negative impact on others? 2

3 Personality & Style Matters Understanding your personality and work style can help you succeed! 3 Dimensions of Work Style v Responsiveness v ssertiveness v Versatility People More open More responsive ccepting Warm & Inviting 1 Task More reserved Less responsive Skeptical Keeps personal distance 3 Direct Tells Fast paced Impatient More ssertive Indirect sks Slower paced Patient Less ssertive 2 B 2 B D 4 1 C People Open 1 2 C D The Energizer Harmonizer Energizer Direct Fast paced Indirect Slower paced Evaluator dvancer B C D Task Reserved Face paced, relationship oriented Motivating, enthusiastic, confident Influential, persuasive, Charming Big picture / future oriented Values relationships Promotes team spirit Risk taker Loves starting new projects Dramatic, emotional Leads from heart 3

4 Understanding the Energizer Strength: Networker, socializer Motivation: ction Reaction: Rapid Group role: Rapport builder Minimum concern: Routine Timeframe: Future ction: Impulsive Tends to avoid: Isolation ppreciation for: Contribution, Giving others opportunity Potential Limitations / Impact E Impulsiveness Disorganization and/or undisciplined Lack of follow through Under Stress: Sarcastic & unkind Understanding the dvancer The dvancer Fast paced, task oriented Results, action oriented Little concern about relationships Direct and skeptical Competitive, assertive Independent Willing to take risks Seen as dominating Decisive and pragmatic Leads from head Strength: Go getter, ambition Motivation: Results Reaction: Swift Group role: Leader Minimum concern: Relationships Timeframe: Present ction: Direct Tends to avoid: Inaction ppreciation for: Productivity, making an impact Potential Limitations / Impact The Evaluator Lack of concern for others Impatience Insensitivity Moving forward without considering outcomes Under stress: utocratic Moderate paced, task focus Efficient perfectionist ccurate, analytical, logical Contemplative Disciplined, fact finder Slow and cautious Task oriented Follow directions Often works well alone Rational, detail oriented Leads from head 4

5 Understanding the Evaluator Strength: Fact finder, process creator Motivation: Quality Reaction: Slow/cautious Group role: Information provider Minimum concern: Relationship Timeframe: Historical ction: Cautious Tends to avoid: Involvement ppreciate for: Quality, sound judgement Potential Limitations / Impact Overly critical of self and E others Tendency to overanalyze Frequently isolates self Creativity hampered by need to follow rules Under stress: Withdrawal and obstinate The Harmonizer Understanding the Harmonizer Moderate paced, relationship focused Warm and friendly Team oriented Organized Shares feelings Good listener Cooperative Supportive Patient Loyal Trusting Leads from heart Strength: Peacemaker, bridge builder Motivation: pproval Reaction: Unhurried Group role: Interpersonal Minimum concern: Effecting change Timeframe: Present ction: Supportive Tends to avoid: Conflict ppreciate for: Involvement, consideration of others Potential Limitations / Impact Over accommodating, putting their needs last Tendency to avoid change Indecisiveness H Day in My Life! Consider Your Work Style: What are your 3 greatest contributions to your workplace? How might you be Overly compliant Under stress: Submissive and frozen misunderstood? How can others work better with you? 5

6 dapting to Energizers E Speed Up! Be social and friendly build the relationship Display optimism/positivity Listen to them talk about their ideas Help them translate talk into action Don t spend time on details Recap in writing Recognize their accomplishments Building Trust with Energizers Energizers want to feel heard If they believe you genuinely heard them, they are likely to trust Make special effort to include them and keep them looped in void behavior that could seem judgmental or dismissive dapting to dvancers Speed up! Build respect to avoid conflict Focus on facts/ideas rather than people Have evidence to support argument Be quick, focused, to the point Talk about how problems hinder accomplishments (and bring solutions) Get stuff done (focus on output) Offer different perspectives Building Trust with dvancers dvancers prioritize results. Intentions means nothing. They respect competency, selfsufficiency, and confidence. Do what you said you would do. void behavior that may seem manipulative or flaky. dapting to Evaluators E Slow down Warn them in time and avoid surprises Be prepared, don t ad-lib with them Provide adequate information Be logical, accurate, and use clear data Provide context: show how things fit into the bigger picture Be specific in disagreements and focus on facts Be patient, persistent and diplomatic Building Trust with Evaluators Evaluators value good decision making Will trust people who demonstrate logic and clear methodology Prove that you can be relied on to follow through void behavior that might seem overly emotional or erratic 6

7 dapting to Harmonizers Building Trust with Harmonizers H Slow down Be genuinely interested in them Clearly define goals for them and provide ongoing support Be honest, sincere, and supportive Give them time to adjust to change Recognize and appreciate their achievements void hurry and pressure Present new ideas carefully Exploring Your Growth Opportunities Relators want harmony Will trust more readily those who show empathy and compassion Be sincere and patient so they know you have best interest at heart void behavior that might seem aggressive or critical Harmonizer Growth reas Energizer Growth reas Hold people accountable Stay focused Speed up decision making Get organized Take a stand, take initiative ppreciate data Get comfortable with change Take it down a notch Let go of making everyone happy Keep emotions in check Evaluator Growth reas dvancer Growth reas Build relationships and engage sk don t tell Beware of analysis paralysis Take time to listen Get comfortable with risk Beware of autocratic tendencies Lighten up! Let others win once in a while Color outside the lines Consider your impact! Real World Reflection Ø Ø Ø pproaching Differences with Humor What personality types do you work with? What relationships could be improved? What can you do: more of, less of, or differently to ensure you have a positive impact with this person? 7

8 Glass Half Full/Glass Half Empty Monthly Bills Energizer: Half full! Evaluator: Too close to call dvancer: Half empty go fill it! Harmonizer: Here, you drink it Evaluator: Balance immediately Energizer: What are these? Harmonizer: Makes it a family event dvancer: Looks to delegate! On The Golf Course The Family Road Trip dvancer: frequently drives through groups of golfers Energizer: spends more time in the clubhouse than on the course Harmonizer: plays golf the same day, the same time, the same place, using the same clubs Evaluator: keeps score, plays strictly by the rules, and cleans his or her clubs a lot Final Thoughts Busy Elevator dvancer: Next rest stop destination! Energizer: Let s play a game! Harmonizer: I ve made sandwiches! nd put on your seat belt. Evaluator: No deviations from route. nd don t eat in the car.? walks up, gets on the elevator, and pushes the button to close the door.? waits in line then lets others go ahead of them? lets others in, says "lways room for one more; we'll wait for you.? gets on the elevator. If it's crowded, will count the number of people and, if the number is over the limit, will make someone get off. Workplace relationships & interactions matter Managing our impact on others is essential dapting/flexing communication and interaction styles brings people towards us and not away from us 8

9 21 Praise Up! MRYformanaging BBJY, C REERSTONE GROUP If you've ever left a job because of an Manage Your Impact. Manage Your Success. unbearable boss, you're not alone. But quitting isn t your only recourse. If you mary@careerstonegroup.com follow the wise counsel of Mary bbajay, you can learn how to manage your manager.' MNGING UP is full of savvy advice for improving your relationship with your boss and getting the most out of your Daniel H. Pink, author of DRIVE and WHEN Careerstone Group, LLC 9