Transcript Welcome [totalcareermastery.com]

Welcome
Leading @ Miranda
67777-06681 • 10.2012
©American Management Association. All rights reserved.
The Four Components of EI
In Self
The Ability to Recognize and
Understand Emotions
The Ability to Positively
Manage Emotions
Self-Awareness
Self-Regulation
Recognize and Understand
Emotions in Self
Positively Manage
Emotions in Self
Defuse Destructive
Emotions in Self
Influence Constructive
Emotions in Self
In Others
Social Awareness
(Empathy)
Recognize and Understand
Emotions in Others
Social Skill
Positively Manage
Emotions in Others
Defuse Destructive
Emotions in Others
Influence Constructive
Emotions in Others
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Communication 101
“It’s not what you say—it’s what people hear.”
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The Ladder of Inference
Actions
Conclusions
Assumptions
Meanings
Filters
Selective Data
Observable Data
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Leadership…
“Learning to be a leader does NOT mean learning
methods to change yourself to fit your leadership role…
…rather it means learning how to bring more of who
you truly ARE to your leadership.”
—Ron Short
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Extraversion
Sensing
Thinking
Judging
ENERGY SOURCE
PERCEIVING FUNCTION
JUDGING FUNCTION
LIFE STYLE ORIENTATION
Introversion
iNtuition
Feeling
Perceiving
Your four-letter type represents a preference from each of the
above four dichotomies. Here are the sixteen possible
combinations:
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
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Extraversion
Sensing
Thinking
Judging
ENERGY SOURCE
PERCEIVING FUNCTION
JUDGING FUNCTION
LIFE STYLE ORIENTATION
Introversion
iNtuition
Feeling
Perceiving
Your four-letter type represents a preference from each of the
above four dichotomies. Here are the sixteen possible
combinations:
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
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What’s Next?
•4
exercises
•2
different groups per exercise
•1
person is the recorder
•Follow
•We’ll
directions carefully!
debrief each exercise at the end
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If You Want to Really Understand Who
You Are…
Discover how you
Gather and Process
Information
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Exercise #1
Directions from
Sacramento Airport to
Miranda
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Sensors vs. iNtuitives
Sensing
iNtuitive
70%
Past to present-oriented
Go by your senses
Prefer rules
Think realities
More practical
See the trees
Use straightforward sentences
Have sequential thoughts
Think details
Prefer consistency
Enjoy doing what you know
how to do
Prefer facts
Deal in specifics
30%
Future-oriented
Go by your “gut”
Prefer guidelines
Think possibilities
More imaginative
See the forest
Use compound sentences
Have roundabout thoughts
Think big picture
Prefer variety
Easily bored doing anything
the same way
Prefer theories
Deal in generalities
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Thinkers vs. Feelers
Thinking
Feeling
50% (though 2/3 male)
Objective
Prefer clarity
Able to detach emotionally
More analytical
Desire reasons
Often oblivious to feelings
Process logically
Give praise sparingly
Persuaded by logic
Appreciate conflict
Want the truth
Tend to remain calm in crisis
Ask, “What’s the best
decision here?”
50% (though 2/3 female)
Subjective
Prefer harmony
Want to attach emotionally
More empathetic
Desire to please
Always in touch with feelings
Process sensitively
Give praise generously
Persuaded by emotion
Avoid conflict
Want to be liked
Tend to lose control in crisis
Ask, “How will this affect
those involved?
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Introverts vs. Extroverts
Extrovert
60%
Think out loud (talk first)
Have lots of “close” friends
Energized by being with people
Prefer to interact
Tend to accept people quickly
Outgoing, relate easily to new
people
Enter group activities readily
Want a breadth of relationships
Like parties
Find listening more difficult than
talking
Enjoy phone calls
More gregarious
Need to hear affirmation
Introvert
40%
Think in head (rehearse before
talking)
Have only a few “close” friends
Energized by solitude
Prefer to contemplate
Tend to be slow to accept new
people
Tend to hold back meeting new
people
Frown on group activities
Want depth in a few relationships
Like parties to end
Find talking more difficult than
listening
Endure phone calls
More reflective
Dislike stating the obvious or
repeating
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Judger vs. Perceiver
Judging
Perceiving
55%
Organized
Prefer structure
Love to make “to do” lists
Decide quickly
More formal
Prefer to plan for your
vacation
Live by deadlines
Prefer to control what’s
happening
Hate surprises (related to
schedule)
Very time conscious
Like goals
Tend to take action quickly
Have a place for everything
45%
Spontaneous
Prefer to keep your options
open
Hate to even see a “to do”
lists
Decide slowly
More casual
Prefer to make it up as you
go
Live for fun
Fine with others calling the
shots
Love surprises
Time seems to slip away
Avoid goals
Tend to procrastinate
Wonder where everything
is
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Temperament Theory
•S-N
difference is the first key since how we gather
information is the most basic human difference:
• If you are a Sensor:
• Your preference for gathering info is concrete and tactile
• You determine what you’ll DO with the data (organize it [J] or
look for more data [P])
• If you are an iNtuitive:
• Your preference for gathering info is abstract and conceptual
• You determine how you’ll EVALUATE the data (objectively [T]
or subjectively [F])
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The Temperaments: A Summary
David Keirsey’s 2 letter Temperament combinations (NF, NT, SJ, SP)
give the widest behavioral prediction with the highest accuracy.
4 TYPES
TEMPERAMENT
QUEST
STYLE
ACHILLES HEEL
ENFJ
INFJ
ENFP
INFP
NF
Identity
Catalyst
Guilt
ENTJ
INTJ
ENTP
INTP
NT
Competency
Visionary
Incompetence
SJ
Belonging to
Stabilizer or
Meaningful
Traditionalist
Institutions
SP
Trouble
Shooter
or Negotiator
ESTJ
ISTJ
ESFJ
ISFJ
ESTP
ISTP
ESFP
ISFP
Action
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Disarray or
Disorganization
Routine or
Inactivity
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NF
Motivated by Questions of WHO?
32% of teachers
Vivid Imagination
Seductive
Mysterious
Interpersonal skills
Hypersensitive to conflict
Supportive of others
Search for self
Relationships
Autonomy
Possibilities for people
Interaction
Needs encouragement and
recognition
Cooperation
Integrity
Giving strokes freely
“Becoming”
Quest: Identity
Style: Catalyst
Achilles Heel: Guilt
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NF
Motivated by Questions of WHO?
Gandhi
Martin Luther King Jr.
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Mikhail Gorbachev
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NT
Motivated by Questions of WHY?
8% of teachers
Non-conformist
High achievers
Wordsmiths
Knowledge
Principles
Objective perceptions
Enjoy complexity
Independent
Authority independent
Self-doubt
Architect of change
Intellectually curious
Systems designers
conceptualize
Argumentative
Competition with self and others
“What would happen if..”
Quest: Competency
Style: Visionary
Achilles Heel: Incompetence
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NT
Motivated by Questions of WHY?
Albert Einstein
Bill Gates
Walt Disney
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SJ
Motivated by Questions of WHAT?
“Read the Rules – Abide by the
Rules”
56% of teachers
Loyal to system
Decisive
Duty
Stability
Super dependable
“Should” and “Should not”
Resist change
Social responsibility
Preserve traditions
Structure
Precise
Orderly
“If it ain’t broke don’t fix it!”
Authority dependent
Procedures
Quest: Belonging to Meaningful Institutions
Style: Stabilizer/ Traditionalist
Achilles Heel: Disarray/ Disorganization
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SJ
Motivated by Questions of WHAT?
Ray Kroc
Gerald Ford
Mother Teresa
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SP
Motivated by Questions of WHEN?
Free spirit
Fun-loving
Good in crisis situations
“When all else fails, read the directions”
Impulsive
Needs freedom and space
Flexible
Focus on Immediacy
Least represented in college
Realistic
Uninhibited
Practicality
Enjoys the moment
Spontaneous
Adaptable
2% of teachers (usually
industrial arts)
Seeks variety and change
Action oriented
Quest: Action
Style: Troubleshooter/ Negotiator
Achilles Heel: Routine
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SP
Motivated by Questions of WHEN?
Madonna
Clint Eastwood
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Bill Clinton
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The Cycle of Performance Management
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The Three-Legged Stool of Great Performance
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Developing A-SMART Goals
A–Aligned
S–Specific
M–Measurable
A–Achievable
R–Realistic
T–Time-Bound
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Implement Performance Management culture to increase
employee engagement and attract/retain/motivate talented
people by:
1.
Providing clearer expectations and training for
management
2.
Identify the need for effective processes and tools
3.
Improve performance evaluations
4.
Career development for key positions
5.
Performance-related rewards programs
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The Two Minute Challenge
• State what you’ve observed…
• Wait for a response…
• Remind them of the goal …
• Ask for their specific solution…
• Agree.
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Feedback Thoughts
1. Focus on behaviors, not the person.
2. Be specific.
3. Be realistic and sincere.
4. Say it when you see it.
5. Do it frequently
6. Make yourself clear
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Instant Feedback
• When you…
• I feel…
• Because…
• What I’d like…
• Because…
• What do you think?
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Coaching Process and Questions
1.
2.
3.
Clarify the purpose and the
goal
Acknowledge the current
situation
Promote discovery – ask
open-end questions
•Tell
me more about that
•What
have you tried previously?
•What
does that look like?
•…and
•How
do you feel about that?
•And
how is that working for you?
•What
4.
Examine the choices
5.
Determine the course of
action
what happened when you tried that?
•How
would a perfect resolution look like?
do you think that could happen?
•What
would happen if?
•Have
you ever thought about…?
•Hmmm,
6.
Commit and recap
•Can
that’s interesting
I offer you a suggestion?
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