Managing the Hidden Dynamics that CanMake or Break Your Success

Creating Culture Chemistry

Presented By:Ellen L. Moran, Ph.D.

What’s Your Experience?

We need someone who is more...

Proactive

Strategic

Process oriented

Innovative

Customer focused

Success!

We’ve found the right person!

He’s what we need . . .

He can shake things up

Get us on the right track

He’s already delivering theright messages

The Problem...

People don’t seem to be listening...

Complaints about his style...

He thinks things areworse than we toldhim...

This isconcerning....

Six Months Later

What did we miss?

One Year Later

Consequences

Hire someone more like the culture

Give up on culture change

Cynicism regarding leadership

Potentially unnecessary careerfailure

Reduced confidence

Who has seen this movie before?

Can you share abrief story?

What went wrong?

Good intentions,ineffective impact

Everyone is frustrated, butnot sure what or what to doabout it (below consciousdisconnect)

There was a key pattern (andlanguage) mismatch

What’s the solution? Our Agenda

Become aware of the powerof patterns

Discover some of our own

Apply this awareness

Connect and influence theculture

Interview more successfully

Patterns = Meta Programs

Direct our attention andthought processes

Describe characteristics ofthinking, motivation andbehavior

Influence experiences

Can make us effective orineffective depending oncontexts

What I

prefer...

CriteriaWhat I

decide

Motivation

Examples

Planning-Meetingcriteria (cost reductionvs. customer service)

Internal-External(I’m right) (is anybodylistening)

Criteria – What do you want in...X?

What are Criteria?

Things that areimportant to us

Personal labels forvalues

Words that incite

Hot buttons

Composed of manyelements, conscious and(mostly) unconscious

Examples

Innovative =

Love =

Make me laugh

new novelautomated

Be on time Spend time together

Specific Criteria

Challenge

Success

Competence

RecognitionEase

Freedom

Specific Contexts

Vacations

Interviews Culture

Relationships

Primary Criteria Questions

What do you want in(context – a job, arelationship, a particularthing, etc)?

Why is that important?

Why is that important?

Additional Criteria Questions

What was it about that, which was important to you?

What standards do you have about that?

What qualities do you seek in X?

Why do X?

What is meaningful in X?

What makes X worth fighting for?

What do you want "X" to accomplish for you?

What is it about that that counts?

Discover yours

Use your work sheet

Consider your current jobrole or the one you want

Write down your answerto the criteria questions

Uses for criteria

Decision making

Job competencies

Interviewing

Decoding the culture

Sales & Marketing

Customer Service

Team Dynamics

If there is no time for anyother discovery

Probe and understandothers criteria

Many other patternsemerge from criteria

The Power of Criteria

Decoding culture Interviewing

Which key stakeholdersshould you ask thisquestion?

Or “What’s most importantto this company’s future?”

Use their exact criteriawords in describing whatyou want to accomplish

Ask the interviewer aboutwhat’s most important inthe role.

Describe your qualificationsin the interviewer’scriterion language

Evaluate whether this is thejob for you—match ormismatch of criteria

How can you use Criteria now?

Motivation Source – Internal/External

Motivation Pattern

ExternalInternal

Use your worksheet

Write your answer to the question…

How do you know you’ve done agood job at being…(your role)?

Discover Your Pattern

Motivation Source – Internal/External

Motivation Pattern

ExternalInternal

Internal Positives

Evaluate things on the basis ofwhat they think is appropriate

Provide their own motivation andmake their own decisions

Decide about what they want to doand how they are doing

Internal Negatives

Have difficulty accepting otherpeople's direction and feedback

May reject important feedback

May be seen as distant, arrogantor uncaring.

When Both Parties are Internal...

Both sides believe:

The other is wrong ormistaken

Their motives arequestionable

Both sides have difficultylistening to reach resolution

External positives

Evaluate things on thebasis of what other peoplethink is appropriate

Open to feedback as tohow they are doing

External negatives

Need other people to provideguidance, motivation anddirection

Cannot decide for themselves

They have difficulty beginningor continuing a task withoutsomeone giving them direction,feedback and approval

To Discover Motivation Source...

Ask, “How do you know if you havedone a good job at X”

“I know” “Other people tell me”

Internal External

Internal/External Influencing Language

Internal –

only you candecide

you knowit's up to you

what do you think

you might want toconsider

a suggestion for you tothink about

External –

so and so thinks

the feedback you'll get

the approval you'll get

others willnotice, givereferences

give adviceor direction

Company Culture Interviewing

Listen carefully, respectfully totheir criteria and past successes

Dig deeper to be sure youunderstand

Do not imply you know more,have the answer, are imposingyour standard

Assume they are internal untilyou see signs they are lookingfor guidance

Assume your interviewer isinternal to you

Consider where the rolerequires you to be internal andexternal; describe yourself inthose terms

Executives need to strike theright balance

Where possible elicit theinterviewer’s criteria

How can you apply this now?

Other Patterns Can Be Important

Achieve a goal or solve problems

Explore options or follow correctprocess

Take proactive measures or thinkthrough issues first

Change, evolve or hold on to what’sworking

Tolerate difference or hold the line onstandards

Stay focused on the big picture or payattention to the details

And more….

Change

GeneralOptions

Proactive

Summary

Strong internal pattern leads to disconnects

and conflict

Connect at the level of criteria to influence

Understand your personal criteria/driving

patterns for clarity- confidence-motivation

Listen for job/culture criteria to find the

success connections

Assessment, Coaching, Training

Want to Learn More?

Visit my website:

www.LeadershipDialogues.comwww.LeadershipDialogues.com

Or call:

314-995-6825314-995-6825

Contact me for individual consultation orgroup team training

Complimentary self assessment on yourstrongest and weakest patterns

Words that Change Minds,Shelle Rose Charvet

Motivation PatternsReference

Motivate Everyone,

Jay Arthur