Presentation is loading. Please wait.

Presentation is loading. Please wait.

A thought: Consider how hard it is to change yourself and you’ll understand what little chance you have of trying to change others. “He or she who wants.

Similar presentations


Presentation on theme: "A thought: Consider how hard it is to change yourself and you’ll understand what little chance you have of trying to change others. “He or she who wants."— Presentation transcript:

1 A thought: Consider how hard it is to change yourself and you’ll understand what little chance you have of trying to change others. “He or she who wants something from someone, must adjust.” Mike Stewart Predictive Group

2 Mike “Stu” Stewart President & CEO Your Natural Behavioral Strengths & Team Dynamics PI Lite Company Logo goes here

3  Predictive Index Worldwide –Since 1955 –Boston, MA (U.S.A.) –47 Licensees in the Network 8,500+ Clients Worldwide 400+ PI Associates Globally –Developed for Business PI Tools in 62 languages Job Modeling Tools Proven Behavioral Science Techniques Most validated behavioral system in the world  Predictive Group, Inc. –PI Member Firm Since 1990 –HQ in Scottsdale, AZ Teams –Arizona –California –New Mexico –Seoul –300+ Client companies 35 states 21 countries –Client Support Staff –Developer of –www.PredictiveGroup.comwww.PredictiveGroup.com Science, Validity, Reliability Training, Coaching, Support

4 Predictive Index Worldwide –Since 1955 –Boston, MA (U.S.A.) –47 Licensees in the Network 8,500+ Clients Worldwide 400+ PI Associates Globally –Developed for Business PI Tools in 69 languages Job Modeling Tools Proven Behavioral Science Techniques Most validated behavioral system in the world Science, Validity, Reliability

5 Predictive Group, Inc. –PI Member Firm Since 1990 –HQ in Scottsdale, AZ Territory: –Arizona –California –New Mexico –Nevada –Oregon –Washington –300+ Client companies 35 states 22 countries –Shared Services: Client Support Team –www.PredictiveGroup.comwww.PredictiveGroup.com Training, Coaching, Support Professional Learning Indicator Leadership Performance Index Leadership Transition Program

6 Predictive Group, Inc. –PI Member Firm Since 1990 –HQ in Scottsdale, AZ Territory: –Arizona –California –New Mexico –Nevada –Oregon –Washington –300+ Client companies 35 states 22 countries –Shared Services: Client Support Team –www.PredictiveGroup.comwww.PredictiveGroup.com Training, Coaching, Support

7

8 Technical Responsible for self, doing tasks. People Responsible for Leading Others 8 a.m. DAY 5 p.m. CAREER Executive Sr. Leader of Leaders Director Leader of Leaders Manager Leader of Others Staff Position Leader of Self Leadership Manage Things Do Stuff Manage Things Do Stuff Manage Things Classic Leadership Challenge Manage Things Do Stuff

9 Organizational Readiness Workplace Analytics Workforce Analytics Finance Customer Satisfaction Demographics Performance Behaviors Cognitive Choices Skills Experience Things & StuffPeople

10 The whole person is a combination of: 5

11 5

12 Talent Management is the art and the science of recruiting, training, and developing people at every level, in every department, in every company, across the globe. By definition: Talent is a marked innate ability Innate is existing in a person since birth (Genetics)

13 Talent Management is the art and the science of recruiting, training, and developing people at every level, in every department, in every company, across the globe. By definition: Talent is a marked innate ability Innate is existing in a person since birth (Genetics)

14 People Potential Knowledge Talent Genetics Actualized Skill Knowledge Actualized Challenge is to Engage or Overcome

15 People Potential Knowledge Talent Genetics Actualized Skill Knowledge Actualized Challenge is to Engage or Overcome

16 The Breakthrough Self Acceleration Sustains Professional Growth & High Performance Breakthrough Action Self Awareness Me My Job Behaviors Cognitive Skills Attitude Ambition Work Values += The Leadership Delta 1. Self Diagnose 2. Self Start 3. Self Correct

17 The Breakthrough Self Management Sustains Professional Growth & High Performance Breakthrough Action Self Awareness Me My Job Behaviors Cognitive Skills Attitude Ambition Work Values += The Leadership Delta 1. Self Diagnose 2. Self Start 3. Self Correct

18 Manage Self Day 1 Any Job New or Underperformers =25% Company Owned Responsibility of: Onboarding, Training, Coaching, Encouraging, Overcoming Gaps Quota Results Time Low Mid Performers 35% Hi Mid Performers 20% The Law of the Incline Hi Potential 10% Best Performers 10% STRETCH

19 Manage Self Day 1 Any Job New or Underperformers =25% Company Owned Responsibility of: Onboarding, Training, Coaching, Encouraging, Overcoming Gaps Quota Results Time Low Mid Performers 35% Hi Mid Performers 20% The Law of the Incline Hi Potential 10% Best Performers 10% STRETCH

20 The whole person is a combination of: 5

21 5

22 Quota ReActive Altruistic Control Social Interest ProActive Altruistic Creative Analytical The Position How the Job Needs to be Performed All Day – Every Day Specialist Operational Diligence Individualist Craftsman Authoritative Persuasive Venturer Promotional Scientific Time Results Q 1 Q 2 Q 3Q 4 Q 5 Q 6Q 7Q 8 The Job & The People Doing the Job Job Model – Biz Development

23 Quota ReActive Altruistic Control Social Interest ProActive Altruistic Creative Analytical The Position How the Job Needs to be Performed All Day – Every Day Specialist Operational Diligence Individualist Craftsman Authoritative Persuasive Venturer Promotional Scientific Time Results Q 1 Q 2 Q 3Q 4 Q 5 Q 6Q 7Q 8 The Job & The People Doing the Job Job Model – CFO

24 Quota ReActive Altruistic Control Social Interest ProActive Altruistic Creative Analytical The Position How the Job Needs to be Performed All Day – Every Day Specialist Operational Diligence Individualist Craftsman Authoritative Persuasive Venturer Promotional Scientific Time Results Q 1 Q 2 Q 3Q 4 Q 5 Q 6Q 7Q 8 The Job & The People Doing the Job Job Model – President of a large Enterprise

25 WHAT ARE YOUR PREDICTIVE INDEX RESULTS?

26 How does Predictive Index Work? PI is a Stimulus Response Instrument Using a Free Choice Checklist methodology There are 172 words associated with specific behaviors Human behavior is the product of response to stimuli

27 PI Measures Behavioral Drives A B C D CautiousAssertive LESS MORE ThingsPeople QuickDeliberate Formal Casual NORMAL DISTRIBUTION

28 B Extroversion A Dominance C Patience D Formality/Details Natural Changing Synthesis Generally Lower than AverageHigher than Average Generally Very Extremely M Factor Average is 72 о E Factor Left = Intuitive Right = Logical NORMAL DISTRIBUTION

29 Average M 72 1 Sigma: 68% 2 Sigmas: 95% M = 45 ………………M = 95 Normal Very Focused Very Adaptable 34% 13.5% 2.5% Extreme AdaptFocus Factor M: Awareness of Surroundings (your bottom graph M number) > 120 < 20

30 HighLow LogicalIntuitive Extreme Factor E: Judgment & Decisions Normal Logical Normal Intuitive

31 Summary of Predictive Index Results Natural Behavior Things People Most Consistent What I need

32 Team Building Basics A Team is born Understand Yourself Understand Others Value the differences Trust Them

33 Executive Team Sample Task Centered (A/B) Analytical outlook with critical thinking and a problem-solving nature. Focused on the end result. Proactive (A/C) Focused on the future, thinks ahead. Anticipates and initiates action to create new results. Tolerates Uncertainty (A/D) Decisive and risk tolerant in unfamiliar situations. Comfortable discussing ideas and intangibles, even with partial data. Connects Quickly (B/C) Reads others naturally, innate team builder. Interested in generating results through people. People Over Rules (B/D) Informal, places people-related outcomes ahead of processes. Readily flexes to accommodate others. Unconventional (C/D) Outside the box thinker, innovative and finds own way of doing things. Casual about conforming. People Centered (B/A) People oriented and concerned with others. Inclusive style, responds with natural empathy. Steady, Dependable (C/A) Stabilizing focused, patient with the process. Pushes for methods with predictable outcomes. Seeks Certainty (D/A) Conservative and precise, wants work done correctly. Defines outcomes specifically, considers all factors. Introspective (C/B) Objectively hangs back and asses others. Focused on tasks and formalizing processes for results. Rules Over People (D/B) Formal and serious, emphasizes accuracy and by-the-book approach. Cautions and unvarying of rules. Follows-Through (D/C) Thorough and dependable, checks to ensure project completion. Complies with expectations. NO BAR=Unpredictable / situational3=Extremely predictable 1 =Generally predictable4+=Absolutely predictable 2=Very predictable Prepared by:Luke Stewart Predictive Group, Inc “M” gauges Adaptability, energy and adds emphasis to the observed behavior. Int = Intuitive Log = Logical + = Extreme 1. Dick2. Jyllene3. Chris4. Diana5. Junar6. Gaurav 7. Roma8. Philip9. Manfred10. David11. Colby12. Mike 13. Tim14. Ganesh15. Dan16. Ana17. Sarah18. Steve Company logo goes here

34 Predictive Group, Inc. Mike Stewart Sharing leadership skills with managers since 1955 Facebook.com/PredictiveGroupTwitter.com/PredictiveGroupLinked.com/company/The-Predictive-Group-Inc

35 Predictive Group, Inc. Mike Stewart Sharing leadership skills with managers since 1955 Facebook.com/PredictiveGroupTwitter.com/PredictiveGroupLinked.com/company/The-Predictive-Group-Inc

36

37

38

39

40 Spare slides for general use when you need them

41 “Success today requires the agility and drive to constantly rethink, reinvigorate, react, and reinvest.” Bill Gates Cognitive Complexity

42 “Success today requires the agility and drive to constantly rethink, reinvigorate, react, and reinvest.” Bill Gates Cognitive Complexity

43 Research – 80,000 Top Leaders interviewed 1:1 over 25 years found: –Great Managers do not believe that every person, given enough training, can do anything they set their mind to. –Great Managers do not, in fact, try and help people overcome their weaknesses. –Great Managers select employees for their talent, not just for their skills or experience –Talent as defined in the Gallup context is: Not genius, rather it is the recurring patterns of successful behaviors (PI measured) that can be productively applied (PLI measured - cognitive complexity/learning agility). Research determined that Talent is more important than Experience, Intelligence, or Willpower. “First Break All the Rules” Gallup Organization

44 Professional Learning Indicator™ Cognitive Complexity: “Is a measure of ones Learning Agility and Processing Speed, and is not a measure of one’s hard drive capacity/content, or Intelligence” The Predictive Group

45 Professional Learning Indicator Cognitive Complexity: “Is a measure of ones Learning Agility and Processing Speed, and is not a measure of one’s hard drive capacity/content, or Intelligence”

46 Professional Learning Indicator Cognitive Complexity: “Is a measure of ones Learning Agility and Processing Speed, and is not a measure of one’s hard drive capacity/content, or Intelligence”

47 Learning Agility is more than intelligence or simply being smart: What Learning Agility IS: Quick Thinking Taking Initiative Curious – Asking “Why” and “How” Making fresh connections Complexity is stimulating, not daunting Broad thinking Adjust to leveraging personal strengths and bridging weaknesses effectively What Learning Agility IS NOT: Intelligence, IQ Grades or academic ranking Scores on standardized tests Functional or Technical skills Verbal skills Analytical skills Straightforward problem solving “Learning Agility especially comes into play with transitions from the known to the unknown to the known.” Mike Stewart

48 Morale/Engagement Reading Morale is reflective only near the time the PI Survey was completed Normal 1 Sigma Normal Response Level Current Response Level Low Morale When the response level is lower in the Self- Concept than in the Self Pattern High Morale When the response level is higher in the Self-Concept than in the Self Pattern Natural Changing

49 SPREAD The wider the spread between two Factors in the combinations, the stronger the emphasis. – Emphasis of behavior – Impact on performance Spread The Distance between two Factors

50 Tool KitPage 22 A B A B C A C A A A D D C B B C D B D B D C D C

51 Time Quota Results Q 1 Q 2 Q 3Q 4 Q 5 Q 6Q 7Q 8 ReActive Altruistic Control Social Interest ProActive Altruistic Creative Analytical The Job The Position How the Job Needs to be Performed All Day – Every Day & The People Doing the Job Job Model – Front Line Leader Specialist Operational Diligence Individualist Craftsman Authoritative Persuasive Venturer Promotional Scientific

52 Job Modeling Incident Commander 7/4/11 Weldon McQueary

53 Job Person LOWERJob PersonHIGHER (A)DominanceAgreeable, structure, accommodating, team, cooperativeConfident, independent, competitive, innovative (B) ExtroversionPrivate thinking, task oriented, reserved, analyticalOpen, communicative, outgoing, upbeat (C) PatienceIntense, multi-tasking, variety, quick, urgencyStable, consistent, methodical, steady, routines (D) DetailsFlexible, just do it, uninhibited, delegatorSpecific, careful, planner, diligent, rules Task Centered (A over B) Analytical, technical, self dependant, my way, problem solver, authoritative, critical, resourceful People Centered (B over A) People oriented, service to others, includes & empowers others, positive, team oriented, shares Proactive (A over C) Pro-Active, starter, new ways, initiatives, take charge, enjoys pressure, move forward, ambitious Reactive (C over A) Reactive, stable, steady, consistent, maintains pace, deliberate, dependable, tolerant Tolerates Uncertainty (A over D) Risk taker, decisive, action, production, get it done, strategic, generalist, starter Seeks Certainty (D over A) Risk adverse, do it right, specialist, conservative, result based decisions, careful to do it right Connects Quickly (B over C) Quick to connect to people, reads people, includes others, optimistic, enthusiastic, persuasive Introspective (C over B) Takes time to connect to & trust people, reserved, serious, skeptical, independent, introspective Flexible (B over D) Informal, poised, delegation to others, good mixer, flexible, casual when not interested Formal (D over B) Formal, serious, disciplined thinking, factual, reserved, skeptical, independent, tactical Casual w/ Rules (C over D) Casual with the rules, find my own way, delegates freely, loose structure, do it now – worry later Follows Up (D over C) Careful with the rules, follow up, planner, options organizer, consequence vs. my actions Behavior is but one aspect of a person’s Talents. Also consider skills, experience, intellect, attitude, and the demands of the job. Job Model:Individual Behavior: _________________ Response Measure: The average is 72. This measure gauges Adaptability, Energy, and adds emphasis to the observed behavior. M= Fit/Gap Analysis Incident Commander X X X X X X X X X X A B C D C 86 Weldon McQueary D A B My job needs me

54 The Skinny Resume ® Option Resume vs. Genetics & Choices - Skills can be Taught - Experience is Cumulative - Talent is Genetic

55 Applications of PI Data PI Data

56 So What? PI is: –69 languages and quick to complete –Relentlessly accurate –Job Models –A dozen applications –Knowledge transfer methodology: Core Leader Acceleration Power up margins via more engagement and yield per man the Individual Contributor Level Power to control the tools by leaders trained as PI Analysts inside your company around the globe Scalable to your company of tomorrow

57 Interaction On a sheet of paper please write down two things from this morning that you: –Discovered –Re-discovered –Learned in a new way Just a couple of minutes to write your thoughts down We will go around the room and share - optional

58 The Skinny CV Solution Use PI® and the Professional Learning Indicator™ to define natural talent: behavior and learning agility. PI® tells you the unique behaviors which drive how a person works and their natural talent fit. Minimize the time spent trying to understand new employees by identifying motivating drives and behaviors prior to their first day PLI assesses the rate at which an individual will learn, adjust, problem solve and absorb instructions. Benchmark the genetic talent demanded for the job and select the right candidates accordingly

59 The Skinny CV Solution Use PI® and the Professional Learning Indicator™ to define natural talent: behavior and learning agility. PI® tells you the unique behaviors which drive how a person works and their natural talent fit. Minimize the time spent trying to understand new employees by identifying motivating drives and behaviors prior to their first day PLI assesses the rate at which an individual will learn, adjust, problem solve and absorb instructions. Benchmark the genetic talent demanded for the job and select the right candidates accordingly

60 The Skinny Resume Solution 5 Include employees’ natural talent, rather than just experiences, when evaluating fit for a job. Skills can be taught. Experience is cumulative. Talent is genetic.

61 Spearman’s g. In his analysis of the structure of intellect, Charles Spearman found that specific mental talents (S1, S2, S3, etc) share a common core, which he labeled “g” for General Cognitive Ability Research has shown a correlation between the level of g and performance on the job The more complex the job, the higher the correlation between job performance and g. 61 Theoretical Background behind PLI PLI is a very strong indicator of g.

62 What is Cognitive Agility? A Human to Computer analogy about what PLI actually measures: Your Hard Drive is the storage space available and contains: education, knowledge, skills experience & wisdom interests choices The Processor Speed (measured by PLI) determines the rate and complexity at which your Hard Drive will run programs and applications. Cognitive agility is the equivalent of processor speed. It determines an individuals natural agility to learn and then process information.

63 The Test: The PLI examines numerical, logical, abstract, and spatial reasoning. With nearly 5 million question and answer combinations, the PLI system uses an algorithm that ensures no two tests will be the same. Available in 56 languages Internet based application 50 questions per test 12 minutes to complete the test Real time reporting Scientifically based, globally validated to be free of bias - including cultural

64 Results: The raw score is the number of correct answers. The number of questions attempted is also noted. The score is referenced against the general population norm, which is a range from The norm score for a given job may vary from the population norm of

65 Results: The raw score is the number of correct answers. The number of questions attempted is also noted. The score is referenced against the general population norm, which is a range from The norm score for a given job may vary from the population norm of

66 © Copyright 2004 Praendex Incorporated Your ISAT results –Your ISAT Score –Your ISAT Score compared to your immediate work group –Your ISAT Score compared to the larger group –Coaching Tips –What ISAT Measures Benchmark Assessment Influence Skills Assessment Tool (ISAT) Results.

67 © Copyright 2004 Praendex Incorporated Your SSAT results –Your SSAT Score –Your SSAT Score compared to your immediate work group –Your SSAT Score compared to the larger group –Coaching Tips –What SSAT Measures Benchmark Assessment Sales Skills Assessment Tool (SSAT) Results.

68 © Copyright 2004 Praendex Incorporated Results in Line with Your Expectations: Surprises You See in the Data: Potential Explanation of Surprises: Actions: Reflection Guide % % % YOUR Name Group Name All Participant Summary OpenInvestigatePresentConfirmPosition Total # CorrectTotal Correct Your Sales Skill Results

69 1.OPEN – Building Trust & Credibility 1.Setting the Verbal Agenda 2.Managing The Meeting Opening 3.Handling Early Objections 4.Managing the Persons Expectations 5.Capturing the Persons Mindshare 2.INVESTIGATE – Uncovering A Person’s Needs 1.Strategic Questioning 2.Investigative Questioning 3.Verbal Summary: Proof-Of-Listening 4.Uncover Decision-Making Criteria 5.Examine Persons Perceptions 3.PRESENT – Linking Your Capabilities to A Person’s Needs 1.Articulate Value 2.Link Capabilities to their Situation 3.Influence Through Involvement 4.Establish Value: Relevance to Them 5.Differentiation & Solution Accuracy 4.CONFIRM – Gaining Agreement, Closing a Topic 1.Ask For The A Decision 2.Utilize the Objection Handling Process 3.Answer Objections Accurately 4.Presenting to Multiple Decision Makers 5.Create An Advocate 5.POSITION – Building Relationships For Life 1.Managing A Persons Expectations 2.Ask For Referrals 3.Cross-Selling 4.Position for Future Opportunities 5.Manage the Long Term Relationship Influencing Skills Assessment 5 Subjects X 5 Scenarios = 4% each = 100%

70 1.OPEN – Building Trust & Credibility 1.Setting the Verbal Agenda 2.Managing The Meeting Opening 3.Handling Early Objections 4.Managing the Persons Expectations 5.Capturing the Persons Mindshare 2.INVESTIGATE – Uncovering A Person’s Needs 1.Strategic Questioning 2.Investigative Questioning 3.Verbal Summary: Proof-Of-Listening 4.Uncover Decision-Making Criteria 5.Examine Persons Perceptions 3.PRESENT – Linking Your Capabilities to A Person’s Needs 1.Articulate Value 2.Link Capabilities to their Situation 3.Influence Through Involvement 4.Establish Value: Relevance to Them 5.Differentiation & Solution Accuracy 4.CONFIRM – Gaining Agreement, Closing a Topic 1.Ask For The A Decision 2.Utilize the Objection Handling Process 3.Answer Objections Accurately 4.Presenting to Multiple Decision Makers 5.Create An Advocate 5.POSITION – Building Relationships For Life 1.Managing A Persons Expectations 2.Ask For Referrals 3.Cross-Selling 4.Position for Future Opportunities 5.Manage the Long Term Relationship Sales Skills Assessment 5 Subjects X 5 Scenarios = 4% each = 100%

71 Influencing Skills Executive Summary

72 Sales Skills Executive Summary

73 Influencing Skill Assessment Tool: The Leadership Influence Relationship ISAT Influence MUSCLE EXECUTIONKNOWLEDGE LEVERAGE (Identifies Strength)(Knowing-Doing Gap) (Skill Development) (Remove Obstacles)

74 Sales Skill Assessment Tool: The Knowing/Doing Relationship SSAT Sales MUSCLE EXECUTIONKNOWLEDGE LEVERAGE (Identifies Strength)(Knowing-Doing Gap) (Skill Development) (Remove Obstacles) SSAT

75

76 Leadership Measured Dual Appraisal Key Performance Indicators (KPI’s) Talent Management Things & StuffInfluencing People

77 Each level of leadership demands different: Skills Time Applications Work Values

78 Transition Example: Individual  Front Line Leader Individual Contributor Skills Technical or professional proficiency Team Play Relationship building for personal benefits, personal results Using company tools, processes and procedures Time Application Daily Discipline – arrival, departure Meet personal due dates for projects – usually short term by managing own time Work Values Getting results through personal proficiency High-quality technical or professional work Accept the company’s values First Line Manager Skills Planning—projects, budget, workforce Job design Selection (of people) Delegation Performance Monitoring Coaching and Feedback Rewards and motivation Communication and climate setting Relationship building up, down, sideways for the unit Acquisition of resources Time Application Annual planning – budgets, projects Make time available for subordinates – both at your request ad at theirs Set priorities for unit and team Communication time with other units, customers, suppliers Work Values Getting results through others Success of direct reports Managerial work and disciplines Success of unit Self as manager Visible Integrity

79 PI’s Blended Learning Program Lifetime Certification and a Blended Learning Experience Performance Acceleration

80 Winning at Every Level of the Organization

81

82 Suite of Product Offerings to Our More Than 300 Global Clients

83 President VP Operations Production Supervisor L&D DirectorDivision ControllerAccts Payable MgrSales ManagerBookkeeperRecruiterSales SupportOutside SalesVP FinanceVP Human ResourcesVP SalesGM ManufacturingSenior TechnicianIT ManagerIT SpecialistHR Manager Key Individual Contributor Leader of Individuals Leader of Leaders Business Leader Organization Chart

84 Executive Team Sample Task Centered (A/B) Analytical outlook with critical thinking and a problem-solving nature. Focused on the end result. Proactive (A/C) Focused on the future, thinks ahead. Anticipates and initiates action to create new results. Tolerates Uncertainty (A/D) Decisive and risk tolerant in unfamiliar situations. Comfortable discussing ideas and intangibles, even with partial data. Connects Quickly (B/C) Reads others naturally, innate team builder. Interested in generating results through people. People Over Rules (B/D) Informal, places people-related outcomes ahead of processes. Readily flexes to accommodate others. Unconventional (C/D) Outside the box thinker, innovative and finds own way of doing things. Casual about conforming. People Centered (B/A) People oriented and concerned with others. Inclusive style, responds with natural empathy. Steady, Dependable (C/A) Stabilizing focused, patient with the process. Pushes for methods with predictable outcomes. Seeks Certainty (D/A) Conservative and precise, wants work done correctly. Defines outcomes specifically, considers all factors. Introspective (C/B) Objectively hangs back and asses others. Focused on tasks and formalizing processes for results. Rules Over People (D/B) Formal and serious, emphasizes accuracy and by-the-book approach. Cautions and unvarying of rules. Follows-Through (D/C) Thorough and dependable, checks to ensure project completion. Complies with expectations. NO BAR=Unpredictable / situational3=Extremely predictable 1 =Generally predictable4+=Absolutely predictable 2=Very predictable Prepared by:Luke Stewart Predictive Group, Inc “M” gauges Adaptability, energy and adds emphasis to the observed behavior. Int = Intuitive Log = Logical + = Extreme 1. Dick2. Jyllene3. Chris4. Diana5. Junar6. Gaurav 7. Roma8. Philip9. Manfred10. David11. Colby12. Mike 13. Tim14. Ganesh15. Dan16. Ana17. Sarah18. Steve Company logo goes here

85

86

87

88

89 Multi-Source Development Survey

90 Task Centered (A over B) Direct and to the point; “telling” style. “Cuts through the noise” and gets straight to the heart of the matter. Independent style can make communication one-way. Can be forceful if encounters opposition. Generally more written. Time to prepare. Heated discussions welcome. Listening against a mental agenda – how does this information help/hurt me? How is it relevant? Listening to solve perceived problems. Processes information mentally. Direct – says exactly what s/he means. Authoritative. People Centered (B over A) Inclusive, “selling” style. Elicits opinions, asks questions, and includes others in the discussion. Concerned with others’ feelings and reactions to the message. Communication is distinctly two-way. More naturally thinks about how the message will be received, and tries to phrase accordingly. Harmonious environment preferred. Generally processes information verbally. Listens to hear how s/he can help; responds with natural empathy. Proactive (A over C) Wants to get to the point, resolve it quickly, and move on to the next point. Can jump from point to point rapidly (especially when accompanied by Low Detail). Bullet points. Heated discussions welcome. Multi-tasking – doing more than one thing at one time (e.g., having 2 conversations at once, listening and answering e- mail at the same time, etc.). Anxious to get to the point – may have a habit of interrupting others. Anxious to take action. Proactive. Reactive (C over A) Relaxed. Presents and absorbs information evenly, and steadily. Approachable, inviting, and patient style when speaking and listening. Harmonious environment preferred. Focused on the current conversation either speaking or listening (not both). Willing to go along with other’s pace of the conversation. Go with the flow. Reactive. Tolerates Uncertainty (A over D) Focused on goals and bottom-line results, rather than specific details or how to achieve the goals (presenting and listening, both.) When listening, if too many details are presented, this person can lose thought). Comfortable discussing ideas and other intangibles. Bold, independent, risk-tolerant approach to achieving own goals comes through; this person will seem very confident in their presentation (regardless of how much they prepared). Get to the bottom line. Bullet points. Get to the point quickly, without much detail. Jump in and get to it. Conclusion first. Supporting information provided as necessary. Seeks Certainty (D over A) Detail-oriented focus on “how,” “why,” and “what if something goes wrong?” Discusses, with precision, specific facts, standards, and rules. Needs the plan, and the contingency plan. All the data is there. Present/process information in very organized and logical fashion, one step at a time, leading up to the conclusion. Must know about subject matter before speaking comfortably. Will question unsupported assertions. “Plan to avoid mistakes.” Connects Quickly (B over C) Processes information verbally. Comfortable speaking off the cuff. Comfortable in the limelight. Focus on others’ reactions – how will message be received if I phrase it this way? That other way? How did they take what I just said? How do they feel about it? Listening to make a connection, build a relationship. Intuitive, reading others, watching/listening for their reactions. Intention is to understand other person and form a bond. Introspective (C over B) Relaxed, steady, sincere. Don’t rush it. More reserved when you first meet them; get chattier as you know them more. Generally focused on the work, what has to be done. Methodical process, one thing at a time. Focused just on the current conversation (not trying to do many things at once); either speaking or listening (not both). Written. Process information mentally, alone. Flexible (B over D) Informal, uninhibited, free-flowing (regardless of prep time). Comfortable alone or in groups. Comfortable speaking off the cuff. Comfort talking about intangibles: people’s feelings, ideas, visions, etc. How will message be received – phrase accordingly. Intuitive, reading others. How did they respond? Listening to make a connection, build a relationship. Each interaction is approached separately, specifically (“how do I need to interact with person A? person B?). Process information verbally: Brainstorming easily. Less concerned with details and specifics than feelings, interactions, people. Uninhibited, open “I will make “it” work for you”. Formal (D over B) Precise. Better presenting information when has had time to think about it, process it, understand it, and get evidence to back up own opinions. Communication is generally focused on the work, what has to be done. Written. Sincere – says exactly what s/he means. Process information mentally, alone. Details. Logical progression (each step proven). Strong focus on tasks. Listening for proof, impact on work. Think before speak. Prepare. Generally uncomfortable speaking in front of groups (prep necessary), or purely social settings. Formal. Prescribed social manners. Acceptable, “proper” behavior. Skeptical deeds and perhaps aloof. With higher “Detail”, their need to avoid mistakes causes them to initially appear negative to new or different ideas. Casual w/ Rules (C over D) Persistent, casual, keep at it until it’s done. Informal, comfortable talking about intangibles: ideas, visions, etc. Get to the bottom line quickly; light on detail or steps to follow. Focused on just the current conversation, either speaking or listening (not both). Will lose focus if too detailed. Follows Up (D over C) Quick, efficient, direct communication. Talk about hows and whys. Step by step, organized, each step proved type discussions. Details and facts lead to conclusions. Anxious to keep it moving quickly to define and organize, make a plan, and then execute because of anticipated consequences. Communication defines terms, the world. Communication Style Inventory Response Measure: The average is 72. This measure gauges Adaptability, Energy, and adds emphasis to the observed behavior

91 Sigma Response Measure: The average is 72 This measure gauges Adaptability, Energy, and adds emphasis to the observed behavior Leadership Style Inventory for: Mary Beth Fitzgerald Task Centered (A over B) Results focus: task-oriented, analytical, targeted at practical problem-solving and goal-attainment. Direct and to-the-point leadership style. Delegates tasks and holds others accountable for results, while retaining final authority. People Centered (B over A) People focus: gets results through others, concerned with morale, company culture, people's feelings. Persuasive leadership style: inclusive, inviting other's opinions. Interested in developing relationships and building teams – delegates and empowers. Proactive (A over C) Future focus: emphasis on initiative, eager for action, keep moving. Change agent: pushes for new and different, multi-tasking. Fast-paced: positively responds to pressure and challenge. Reactive (C over A) Stabilizing focus: tolerant, patient with the process. Steady: provides “calm in the storm,” approachable, easy to talk to. Pushes for practices which yield predictable outcomes. Tolerates Uncertainty (A over D) Strategic/visionary focus: high-level view, "Nothing is impossible.“ Risk-tolerance in new, unfamiliar situations, eager to try new things, does things own way. Delegates details to others -- relatively undaunted by criticism or failure. Seeks Certainty (D over A) Tactical focus: document and solidify the vision. Protects the company against risk by asking: “Is our vision realistic? Well thought out? Feasible? “ Precise: defines terms, teams, objectives specifically. Tight delegation of details, with strong follow-up to ensure quality. Connects Quickly (B over C) Persuasive leadership style: connects quickly with people to influence and motivate them. Team builder, innate interest in developing relationships and getting results through people. Trusting of others. Enthusiasm can be contagious. Introspective (C over B) Calm and steady leadership style: objectively hangs back and assesses individuals. Focused on the tasks to be accomplished, and the formalization of processes to ensure predictable results. Emphasizes analysis and consistency, doesn’t panic. Flexible (B over D) Informal leadership style: creates open, sharing, inclusive environment. Interest in developing relationships & people. Comfortable talking about intangibles, visions, ideas, the future, etc. Freely delegates details. Formal (D over B) Formal style: brings propriety/structure to company. Demands feasibility (based on proof), and compares expected results to actual results quite literally. Tight delegation and thorough follow-up: you earn this person's trust by doing the job the right way. Casual w/ Rules (C over D) Outside-the-box leadership approach: can be unconventional, innovative. Agenda attained through persistence in achieving goal -- no matter how -- despite failure or criticism. Delegates freely and at times with little follow-up. Follows Up (D over C) Leadership based on thorough execution and follow-through. Agenda achieved through action – efficient: do it fast and right. Delegates, then checks back to ensure directives are being carried-out – strict about punctuality, correctness A B C D

92 Predictive Group, Inc. Mike Stewart Sharing leadership skills with managers since 1955 Facebook.com/PredictiveGroupTwitter.com/PredictiveGroupLinked.com/company/The-Predictive-Group-Inc


Download ppt "A thought: Consider how hard it is to change yourself and you’ll understand what little chance you have of trying to change others. “He or she who wants."

Similar presentations


Ads by Google