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How to Work Effectively With People Who Act, Think & Work SO Differently From You!
Presented by Kelli Vrla, CSP
Today’s Agenda
3 key things: 1. Change happens over time,
not overnight. 2. Habit changing is a process,
not just a checklist.
Today’s Agenda
3 key things: 3. Ask yourself an a.m. and p.m. question
each day. o a.m.: What can I do today to work best with the
personalities I’m surrounded by? o p.m.: What did I do today to work best with the
personalities I’m surrounded by?
Today’s Agenda
1. How to communicate and interact with people with different communication styles
2. Defuse potential conflicts before they start.
3. Identify the needs and hot buttons.
4. Self-analysis test
Today’s Agenda
5. SELF Profile
6. Building loyalty and commitments
7. How to focus on your organization’s big-picture goals and objectives
Today’s Agenda • The universe rewards
actions, not good intentions. • Practice your own self-
improvement of being a master coach.
SE
LF P
rofil
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Per
sona
lity
Sty
les
Golden Rule: Do unto others as you prefer.
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rofil
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Div
erse
Beh
avio
rs
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5 Questions on Behavior Patterns
1. Is this person more direct or indirect? 2. Is this person more a people person or a
task-driven person? 3. Does this person seem more comfortable
with structure or spontaneity? 4. Does this person seem happier with more
detail or high concept? 5. Does this person seem more extroverted
or introverted?
Socializer
• Under stress: § Very sharp-tongued
• Key goal: § Get noticed or appreciated.
• Needs: § Excitement § Adventure § Spontaneity § Change § Fun § Being around people
This is someone who’s very direct and loves to be around people.
Socializer This is someone who’s very direct and loves to be
around people. • Key turnoff:
§ Invisible § Isolated
• Hot buttons: § Indecision § Waiting § Lack of enthusiasm § Too conventional
• Key focus: § Limited options § Showy demonstrations
Executive Director
• Under stress: § Impatient
• Key goal: § Get it done.
• Needs: § Control § Responsibility § Change § Movement § Fast pace
This person is very direct and not so much into people as
into getting results.
Executive Director This person is very direct and not so much into people as
into getting results. • Key turnoff:
§ Too much detail • Hot buttons:
§ Laziness § Too much emotion § Lack of decision making § Ambiguity
• Key focus: § Bottom line § Bullet points
Loyal Team Player
• Under stress: § Frustration § Indecisiveness § Feeling pressured
• Key goal: § Get along.
• Needs: § Acceptance § Cooperation § Stability § Status quo
This person cares very much about the human element and
the big picture.
Loyal Team Player This person cares very much about the human element and
the big picture.
• Key turnoff: § Conflicts § Rude behavior
• Hot buttons: § Too much change § Conflict § Lack of fairness § Loss of stability and security § Feeling rushed
• Key focus: § How it helps everyone § Consistent and fair
Factual
• Under stress: § Factual § Isolate § Noncommunicative § Picky with details § Sullen
• Key goal: § Get it right.
• Needs: § Perfection § Autonomy § Consistency § Rules § High standards
This person thrives on facts and figures.
Factual This person thrives on facts and figures.
• Key turnoff: § Guess or wing it § Don’t follow the rules
• Key focus: § Follow a logical sequence. § Set up an appointment.
Factual Person
Interact Effectively With People Different From You
The
Cus
tom
M
otiv
atio
n C
hart
The 7 Habits of Highly Effective People — Dr. Stephen Covey
UVA
Understood
Valued
Appreciated
The
Cus
tom
M
otiv
atio
n C
hart
The
Cus
tom
M
otiv
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Problem Solver 1. Identify the problem. 2. Analyze the problem. 3. Generate possible solutions. 4. Analyze your solutions. 5. Choose the best solution.
Individualized Attention
Every team member needs to be aware of how his or her job fits into the big picture of the organization’s goal. § Job-passion connection § How connected are you to your job? § What do you do?
UVA
Understood
Valued
Appreciated
Jerk Behaviors
Negative feedback
Withholding praise Blaming Criticizing
Distrusting Blowing up Not caring Lacking patience
Not listening Demanding Setting
impossible deadlines
Breaking promises
Defuse Potential Conflicts
DTTB: § Don’t Take The Bait
QTIP: § Quit Taking It Personally
SE
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e C
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Per
sona
lity
Sty
les
Potential Land Mines 1. What you should’ve done …
2. Well, obviously …
3. As the memo clearly stated …
4. What we needed per the last memo …
5. What you failed to see …
6. What were you thinking?
Example
Always 100%
Soon Time frame
Never 0%
Improve Systems and People Interactions
• Recognize that not all conflict is a bad thing.
• Defuse conflicts before they affect the entire work group.
• Let it go when you can. Address it when you must.
Rule to follow:
4 Choices 1. Stay and do nothing. 2. Leave. 3. Change our attitude. 4. Change our behavior.
Questions
1. What’s my real goal here? 2. What can I or can’t I control or influence? 3. What options do we have? 4. Is the battle worth fighting?
Building Loyalty and Commitment
Principles: 1. Make a true effort to
understand and appreciate the differences in everyone.
2. Strive to resolve conflict before it escalates.
3. Don’t take the bait.
Building Loyalty and Commitment
Principles: 4. Communicate openly
and candidly. 5. Realize the importance
of all of your fellow team members.
6. Ask for people’s input with problem solving and decision making.
In Closing
Practice, practice, practice!
Build yourself and your colleagues.
Set a goal.
People-building is a long-term project.
Change happens over time, not overnight.