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Maximizing Your Personal Effectiveness Setting and Achieving Your Development Goals Participant Guide Bill Wagner, CSP ACCORD MANAGEMENT SYSTEMS, INC.

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Presentation on theme: "Maximizing Your Personal Effectiveness Setting and Achieving Your Development Goals Participant Guide Bill Wagner, CSP ACCORD MANAGEMENT SYSTEMS, INC."— Presentation transcript:

1 Maximizing Your Personal Effectiveness Setting and Achieving Your Development Goals Participant Guide Bill Wagner, CSP ACCORD MANAGEMENT SYSTEMS, INC. Organizational and Leadership Development 1459 E. Thousand Oaks Blvd., Bldg. G Thousand Oaks, CA Phone: (805) FAX: (805)

2 Page 2 He who knows others is learned; He who knows himself is wise. Lao Tse, b. 604 BC Chinese Philosopher

3 Page 3 Table of Contents Session Agenda and Objectives 4 Learning From Past Experiences6 Understanding Temperament9 Introduction to The McQuaig Self-Development Survey® 10 Reviewing Your Own Profile Summary17 Understanding Interactions Between the Four Dimensions26 Understanding Strengths and Weaknesses of Each Dimension 32 Developing a “User’s Guide” for Your Most Dominant Trait34 Developing Your Personal Action Plan 36 Requesting and Securing Your Boss’ Support 37 Key Points38

4 Page 4 Maximizing Your Personal Effectiveness Session Objectives Personal Objectives: Session Objectives:  Gain insight into your personal strengths and developmental areas as revealed by your McQuaig Self-Development Survey  Apply your understanding of individual behavioral traits to practical, on-the-job situations  Identify several key actions you will take to leverage your strengths and manage your developmental areas back on the job  Develop skills to help you seek the coaching and support you need from your own managers

5 Page 5 Not Effective Somewhat Effective Very Effective What’s working well for you? What are your challenges? How effective are you in your current job?

6 Page 6 Learning From Past Experiences Activity Instructions Describe a time in the past when you were engaged in an work related task you enjoyed. With your partner, discuss… –What was the task you were working on? –What did you enjoy about doing this task? –How did you feel as you were performing this task?

7 Page 7 Learning From Past Experiences Activity Instructions Now describe a time when you were involved in a work related task that you found de-motivating, a task that you hated. With your partner, discuss… –What was the task you were working on? –What did you hate? –How did you feel as you were performing this task?

8 Page 8 How would your parents describe you? Are you the same today? Background

9 Page 9 Understanding Temperament The McQuaig Self-Development Survey® will help you understand your temperament. You will identify your strengths and become aware of those areas that decrease your effectiveness. This knowledge will enable you to improve your performance, increase your job satisfaction and achieve greater success.

10 Page 10 Introduction to The McQuaig Self-Development Survey® Defining Temperament, Personality and Behavior Temperament  Established by the time you are 3-4 years old  Enduring dispositional qualities that remain stable over time Personality  “Who we are” as a result of how we were parented, the environment in which we grew up and circumstances that may have occurred as we were growing up  A mix of intelligence, values, world-views, experiences, and responses which are relatively enduring aspects of the individual Behavior  “What we do”  A mix of observable responses to situations that convey our values, beliefs, experiences, attitudes, etc. Points to Ponder  People do not change much with respect to their temperament, but they can make the most of their behavioral patterns.  Highly successful people know how to make the best use of their talents and how to avoid the pitfalls that could limit their success.

11 Page 11 Background  The McQuaig Institute was established by Industrial Psychologist and Executive Coach, Jack H. McQuaig, in  At that time, four factor models of temperament and their application in the workplace were becoming widely accepted by psychologists and managers.  Jack H. McQuaig developed The McQuaig Word Survey, ® an assessment tool, based on this four factor temperament model, to be used for hiring and coaching.  The McQuaig System™ is built on a three-step process, as outlined below: The McQuaig System™ The McQuaig Job Survey ® Used to profile the behavioral requirements for a specific job The McQuaig Word Survey ® Used to assess job candidates The McQuaig Self-Development Survey ® Used to for self-development, career counselling & succession planning. Today we will focus on The McQuaig Self-Development Survey ®

12 Page 12 What Does The McQuaig Self-Development Survey Measure? The McQuaig Self-Development Survey measures temperament, based on a four factor model. Each factor corresponds to a trait scale. Your scores are determined by your responses to a 42-question survey. Introduction to The McQuaig Self-Development Survey® Competitive Accommodating Demonstrating the desire to win, to assert yourself and to influence others. Preferring to work as part of a team, to seek consensus, to be helpful. Sociable Analytical Empathetic, outgoing and factoring others' feelings into your decisions. Objective, logical, basing decisions more on facts, numbers. Patient Restless Remaining calm, planning ahead and allowing for contingencies. Having a sense or urgency, the desire for change and a pressure-orientation. Structured Independent Systems-oriented, precise, operating within guidelines and policy. Preferring room to maneuver and make decisions; strong-willed.

13 Page 13 Competitive (Do) Observable behaviors Introduction to The McQuaig Self-Development Survey® Competitive Accommodating Demonstrating the desire to win, to assert yourself and to influence others. Preferring to work as part of a team, to seek consensus, to be helpful. Accommodating (Ac) Observable behaviors  Goal-oriented  Steps in to take charge  Needs to win  Relishes having authority and influence over others  Seeks out challenges and tough problems  Takes risks  Assertive  Agreeable  Seeks consensus  Approaches decisions and risks with caution  Works behind the scene to resolve issues  Avoids conflict and compromises to keep the peace  Good team player Place an X along the scale below to indicate where you believe your own score lies.

14 Page 14 Introduction to The McQuaig Self-Development Survey® Sociable Analytical Empathetic, outgoing and factoring others' feelings into your decisions. Objective, logical, basing decisions more on facts, numbers. Sociable (So) Observable behaviors Analytical (An) Observable behaviors  Friendly and outgoing  Enjoys plenty of interaction with others  Develops relationships easily  Makes decisions intuitively, giving weight to people implications  Looks for the best in others  Empathetic & caring  Prefers to use logic when making decisions  Focuses on objective factors when communicating  Reviews new ideas impartially  Avoids getting caught up in the hype  Has a critical eye  Analytical, problem solver Place an X along the scale below to indicate where you believe your own score lies.

15 Page 15 Introduction to The McQuaig Self-Development Survey® Patient Restless Remaining calm, planning ahead and allowing for contingencies. Having a sense or urgency, the desire for change and a pressure-orientation. Patient (Re) Observable behaviors Restless (Dr) Observable behaviors  Steady and deliberate  Does not get agitated easily  Provides a calming influence  Approaches work methodically  Avoids putting pressure on others; easy-going and approachable  Respects the status quo  Highly energetic  Takes action quickly when things go wrong  Change oriented; actively seeks out new projects  Sets ambitious deadlines  Flourishes in pressure- filled environments  Enjoys multi-tasking Place an X along the scale below to indicate where you believe your own score lies.

16 Page 16 Introduction to The McQuaig Self-Development Survey® Structured Independent Systems-oriented, precise, operating within guidelines and policy. Preferring room to maneuver and make decisions; strong-willed. Structured (Co) Observable behaviors Independent (In) Observable behaviors  Puts a high emphasis on quality of work  Researches and understands systems, policies, and procedures  Detailed-oriented  Appreciates structure and clear directions  Excels at implementing plans  Respects authority  Takes a big-picture approach  Enjoys making decisions based on own judgment  Disregards precedent if it does not suit the situation  Persistent & strong- willed  Needs room to maneuver Place an X along the scale below to indicate where you believe your own score lies.

17 Page 17 Reviewing Your Own Profile Summary Activity Instructions  Review your personal Graphical Summary. This summary provides an overview of your scores on each of the four dimensions previously described.  Compare your scores on the summary profile with your perceived scores documented on pages Answer the questions below. Consider…  How do your scores on the Graphical Summary compare to your perceived scores?

18 Page 18 Reviewing Your Own Profile Summary Activity Instructions cont’d Consider…  What was confirmed by the Graphical Summary? Make note of the point you especially wish to remember when you return to work.  What surprised you about your results?

19 Page 19 The Generalist Profiles x x Ac An Dr In Do So Re Co Assertive Persuasive Driving “Big Picture” thinker Independent High sense of urgency Decisive The Go-Getter Oprah Winfrey Bill Clinton x x The Entrepreneur Next Door p

20 Page 20 The Trailblazer The Generalist Profiles x x x x Ac An Dr In Do So Re Co Commanding Results-driven Direct Pressure-oriented Independent Determined Jack Welch Margaret Thatcher The Entrepreneur Next Door p

21 Page 21 The Manager x x x x Do So Re Co Ac An Dr In The Generalist Profiles Ambitious Realistic Patient Independent Results-oriented Practical Long-term planner Indira Gandhi Bill Gates The Entrepreneur Next Door p

22 Page 22 The Motivator The Generalist Profiles Congenial Optimistic Innovative Persuasive Confident Results-oriented Persistent Restless Do So Re Co Ac An Dr In x x x x Jay Leno Ellen DeGeneres The Entrepreneur Next Door p

23 Page 23 The Specialist Profiles The Authority x x x x Do So Re Co Ac An Dr In Organized Structured Accurate Analytical Steady Detail-oriented Consensus- seeking Mother Teresa Alan Greenspan The Entrepreneur Next Door p

24 Page 24 The Specialist Profiles The Collaborator x x x x Do So Re Co Ac An Dr In Accepting Thoughtful Easy-going Patient Friendly Conscientious Considerate Sally Ride Gray Davis The Entrepreneur Next Door p

25 Page 25 The Specialist Profiles The Diplomat x x x x Do So Re Co Ac An Dr In Cooperative Team Player Energetic Outgoing Sensitive Caring Enthusiastic Mr. Rogers Vanna White The Entrepreneur Next Door p

26 Page 26 Understanding Interactions Between the Four Dimensions Trait adjustments occur when an individual perceives that they are behaving differently in their current role (on-the-job), compared to how they would behave naturally (without outside influence). Trait adjustments are indicated by arrows on the scales. Patient Restless Remaining calm, planning ahead and allowing for contingencies. Having a sense or urgency, the desire for change and a pressure-orientation. X Structured Independent Systems-oriented, precise, operating within guidelines and policy. Preferring room to maneuver and make decisions; strong-willed. X Sociable Analytical Empathetic, outgoing and factoring others' feelings into your decisions. Objective, logical, basing decisions more on facts, numbers. X Competitive Accommodating Demonstrating the desire to win, to assert yourself and to influence others. Preferring to work as part of a team, to seek consensus, to be helpful. X Trait Adjustments This person is behaving more competitive and more analytical on the job. Under what circumstances might this change arise?

27 Page 27 Understanding Interactions Between the Four Dimensions The Transition Profile: If an individual has similar scores on the Competitive Accommodating Scale and the Structured Independent Scale we refer to this is a Transition profile. This profile is called a transition because, based on our research, it is more likely to change over time. It is unusual that an individual will display equal amounts of Competitiveness and Structure over time as these traits are, to a large extent, opposites. Similarly, an individual is unlikely to be equally accommodating and Independent for the same reasons. An individual with a transition profile may be exhibiting some contradictory behaviors at this time and some Action Items that may sound opposite to each other. Competitive Accommodating Sociable Analytical Patient Restless Demonstrating the assert self… Empathetic, outgoing and factoring others' feelings into your decisions. Remaining calm, planning ahead and allowing for contingencies. Preferring to work in team… Objective, logical, basing decisions more on facts, numbers. Having a sense or urgency, the desire for change and a pressure-orientation. X X X Structured Independent Operating within guidelines and policy Preferring room to maneuver and make decisions… X

28 Page 28 Understanding Interactions Between the Four Dimensions Slightly Contradictory behaviors High Structured and Restless scores (or high Patient and Independent scores) indicate slightly contradictory behaviors. Individuals who have a high sense of urgency and need to get things done quickly (Restless) are typically not detail and process-oriented (Structured). The individual portrayed by the graph below will do everything at the last minute, but needs it done exactly right – a uncommon combination. Sociable Analytical Patient Restless Structured Independent Demonstrating the desire to win, to assert yourself and to influence others Empathetic, outgoing and factoring others' feelings into your decisions. Remaining calm, planning ahead and allowing for contingencies. Systems-oriented, precise, operating within guidelines and policy Preferring to work as part of a team, to seek consensus, to be helpful. Objective, logical, basing decisions more on facts, numbers. Having a sense or urgency, the desire for change and a pressure-orientation. Preferring room to maneuver and make decisions; strong-willed. X X X X

29 Page 29 Understanding Interactions Between the Four Dimensions Above, we have the graph for a Trailblazer (commanding, results-driven, direct, pressure-oriented, independent, realistic, determined). How would this person give feedback to a staff member who is underperforming. What behaviors would you expect to see this person display? Competitive Accommodating Demonstrating the desire to win, to assert yourself and to influence others. Preferring to work as part of a team, to seek consensus, to be helpful. X Sociable Analytical Patient Restless Empathetic, outgoing and factoring others' feelings into your decisions. Objective, logical, basing decisions more on facts, numbers. X Remaining calm, planning ahead and allowing for contingencies. Having a sense or urgency, the desire for change and a pressure-orientation. X Structured Independent Systems-oriented, precise, operating within guidelines and policy. Preferring room to maneuver and make decisions; strong-willed. X The Trailblazer

30 Page 30 Understanding Interactions Between the Four Dimensions Sociable Analytical Competitive Accommodating Demonstrating the desire to win, to assert yourself and to influence others. Preferring to work as part of a team, to seek consensus, to be helpful. Empathetic, outgoing and factoring others' feelings into your decisions. Objective, logical, basing decisions more on facts, numbers. Patient Restless Remaining calm, planning ahead and allowing for contingencies. Having a sense or urgency, the desire for change and a pressure-orientation. X Structured Independent Systems-oriented, precise, operating within guidelines and policy. Preferring room to maneuver and make decisions; strong-willed. X Above, we have the graph for a Go-Getter (assertive, persuasive, driving, big picture thinker, independent, high sense of urgency, decisive). How would this person give feedback to a staff member who is underperforming. What behaviors would you expect to see this person display? The Go-Getter X X

31 Page 31 Understanding Interactions Between the Four Dimensions Sociable Analytical Empathetic, outgoing and factoring others' feelings into your decisions. Objective, logical, basing decisions more on facts, numbers. X Patient Restless Remaining calm, planning ahead and allowing for contingencies. Having a sense or urgency, the desire for change and a pressure-orientation. X Structured Independent Systems-oriented, precise, operating within guidelines and policy. Preferring room to maneuver and make decisions; strong-willed. X Above, we have the graph for an Authority (organized, structured, analytical, steady, cautious, consensus-seeking). This person is going to ask her boss for a raise. What behaviors would you expect to see this person display? Competitive Accommodating Demonstrating the desire to win, to assert yourself and to influence others. Preferring to work as part of a team, to seek consensus, to be helpful. X The Authority

32 Page 32 WE’RE GREAT BECAUSE/WE DRIVE OTHERS CRAZY COMPETITIVE (Do) WE’RE GREAT BECAUSE….  we take charge  we’re confident  we love to make decisions COMPETITIVE (Do) WE DRIVE OTHERS CRAZY BECAUSE…  we’re bossy  we’re controlling  we always hog the remote ACCOMMODATING (Ac) WE’RE GREAT BECAUSE….  we compromise  we get along with everybody  we’re team players ACCOMMODATING (Ac) WE DRIVE OTHERS CRAZY BECAUSE...  we won’t rock the boat  we let others push us around  we stay away from tough decisions SOCIABLE (So) WE’RE GREAT BECAUSE….  we’re optimistic  we see the bright side  we’re people people SOCIABLE (So) WE DRIVE OTHERS CRAZY BECAUSE...  we can’t keep a secret  we overlook details  we won’t shut up ANALYTICAL (An) WE’RE GREAT BECAUSE….  we tell it like it is  we give you the Cliff’s notes version  we don’t shower you with superficial compliments ANALYTICAL (An) WE DRIVE OTHER CRAZY BECAUSE...  we can be blunt  we take this “devil’s advocate” thing a bit too far  we don’t shower you with superficial compliments Understanding Strengths and Weaknesses of Each Dimension

33 Page 33 WE’RE GREAT BECAUSE/WE DRIVE OTHERS CRAZY PATIENT (Re) WE’RE GREAT BECAUSE….  we’re laid-back  we take things in stride  we don’t create unwanted pressure PATIENT (Re) WE DRIVE OTHERS CRAZY BECAUSE...  we procrastinate  it’s hard to get us excited  you can’t always tell if we’re awake RESTLESS (Dr) WE’RE GREAT BECAUSE….  we’re full of energy & dive right in  we like variety  we ”just do it” RESTLESS (Dr) WE DRIVE OTHERS CRAZY BECAUSE...  we can’t keep still  we don’t always finish things we start  you’re afraid we’re going to spontaneously combust STRUCTURED (Co) WE’RE GREAT BECAUSE….  we’re so organized  we play by the rules  we make sure all the “i”s are dotted and “t”s crossed STRUCTURED (Co) WE DRIVE OTHERS CRAZY BECAUSE...  we’re always correcting you  we need everything “just so”  we never get parking tickets INDEPENDENT (In) WE’RE GREAT BECAUSE….  we’re self-reliant  we’re adventurous  we’re big-picture thinkers INDEPENDENT (In) WE DRIVE OTHERS CRAZY BECAUSE...  we’re bad with details  we keep losing things  getting us to change our minds is like pulling teeth

34 Page 34 User’s Guide Working Effectively With Those Whose Dominant Trait Is _____________ We prefer to contribute to the team by… We handle conflict by… If you want to persuade us, you should… If you want to annoy us, all you have to do is…

35 Page 35 User Guide – When Dealing with me… COMPETITIVE (Do) Focus on Results Expect to be Challenged Feed the Ego Let me Win ACCOMMODATING (Ac) Request Feedback Try to Get Buy-in Avoid Confrontational Tactics Provide Assurances SOCIABLE (So) Focus on People Benefits Paint a Rosy Picture Leave Time for Small Talk Make it Fun ANALYTICAL (An) Just the Facts, Jack Present the pros & cons Expect Critical Assessment Be Credible PATIENT (Re) Take your time, Define all areas Don’t wander Involve me in planning Earn my trust RESTLESS (Dr) Get to the Point Focus on Change Create Excitement Expect Disruptions STRUCTURED (Co) Don’t be Vague Answer all questions Provide Privacy Don’t get too close INDEPENDENT (In) Start with the Big Picture Minimize details Expect Radical Ideas Expect Stubbornness

36 Page 36 Developing Your Personal Action Plan Activity Instructions  Work on your own to develop an action plan for your development.  Turn to Section B of The McQuaig Self-Development Survey – Summary of Your Strengths. –Review your strengths as they are listed on the page. –Based on your assessment of organizational, career, and motivational factors identified at the top of the page, select 2 or 3 strengths on which you would like to focus. –Choose the 1 strength on which you would like to focus immediately. –Consider the situation back on the job where you can apply your strength. –Select the actions you would like to take to leverage this strength and write them into your action plan. –Ensure you have written SMART goals. S specific M measurable A achievable R realistic T time-bound –Consider potential obstacles that may hinder your ability to take action; how will you overcome them?  Turn to Section C of The McQuaig Self-Development Survey® – Summary of Your Developmental Needs  Repeat the process.

37 Page 37 You may use the GROW approach when asking your boss to coach you. While he or she may be coaching, you will be leading the discussion using this model. Set Goals Reality Check Consider Options What Next? GROW Requesting and Securing Your Boss’ Support 2. Reality Check  Describe your perception of current reality (refer to your Self- Development Survey, personal experience, and past feedback).  Solicit your boss’ opinion. Ask for his/her perception of your current performance. 3. Consider Options  Note the options you believe are open to you. Consider the action items you have selected.  Ask your boss for his/her ideas and suggestions. 4. What Next?  Together with your boss, confirm your priorities.  Agree on the actions and time frame and level of support you will need.  Schedule a follow-up meeting to check on progress. 1. Set Goals  Identify your goal for the discussion.  Articulate your goals for developing yourself… What do you want to improve upon? What do you want to learn?  Ask your boss for his/her input and confirm your goals.

38 Page 38 KEY POINTS We are all born with a natural temperament – a comfort zone that determines our behavior patterns. Some of these behavior patterns make us great – but may also drive others crazy. Every team will consist of individuals with different temperament types, each will have their own user guide. Although it is difficult to change who you are, there are definite actions that you can take to make the most of your temperament. In developing yourself further, it is an important to sit down with your boss to ensure that your developmental goals are aligned with those of the organizations.

39 Page 39 Based on what you have learned today, what will you… Start: Stop: Continue to do: NEXT STEPS

40 Page 40 NEXT STEPS & IMPLEMENTATION Our programs are completely customized and affordable. We coordinate your desired outcomes and always exceed the client’s expectation by providing succinct, sustainable take home value. PROGRAMS & OFFERINGS INCLUDE: One on One’s Corporate Retreats Strategic Talent Triage Organizational Development Tactical Implementation for Selection 360° Leadership Surveys Employee Engagement or Climate Surveys ™/® Registered Trademarks of The McQuaig Institute of Executive Development Ltd. © Copyright 2009 Accord Management Systems, Inc Thousand Oaks Blvd. Building G Thousand Oaks, CA Phone: (805) Fax: (805)


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