Personality Profiling And Chemistry

iStudio Masterclass #2

Agency Orientation Day

Andrew Thomas

Agenda

•  This morning •  What makes working in Agencies challenging •  Tools and techniques to improve your chances of

success •  Practice! •  This afternoon •  Developing great ideas •  Selling them brilliantly •  More practice….

How much have you remembered???

•  Who invented the world wide web? •  When did Google launch? •  When did You Tube launch? •  What’s a # hashtag? •  What is Web 2.0? •  Which is the most popular website in the UK?

Understanding the importance of personality profiling in building

great relationships

Purpose of this morning’s session

•  To understand the importance of chemistry in achieving positive outcomes

•  Through introducing you to Personality Profiling provide you with a psychological framework to help support the development of good working relationships

At the end of the morning you will…

•  Understand what we mean by the importance of chemistry in developing relationships

•  Understand Personality Profiling and your own dominant profile

•  Be able to identify the four different behavioural styles in your colleagues and clients

•  Know how to apply profiling to develop your communication style and persuade others

•  Develop valuable strategies for dealing with objections

Is Chemistry important?

•  That soft yucky stuff! •  The X Factor •  Remember we work in a relationship profession •  Doesn't sound professional – so seldom given as a

reason to persuade or not as the case may be •  In industry it has been proven that chemistry is the single

most important factor in generate a positive outcome from a situation

•  Should you leave it to chance… we just don’t get on!

Is Chemistry important?

•  Seldom talked about •  A wimpy reason •  Fact: People buy and learn more from people they get

on with •  Fact: They buy and learn even more from those people

they like…

Personality Profiling and Building Rapport

•  Saying what we mean and meaning what we say is only half the battle

•  Communication style is dictated to a large extent by behavioural style

•  Understanding different behavioural styles can be a powerful tool in improving communication skills and generating positive outcomes

•  Language is important but so is managing behaviour to ensure we build rapport

•  Personality Profiling helps get it right

Personality Profiling

•  Based upon the Myers Briggs Type Indicator model (MBTI) – making Jung’s theory of personality tangible

•  MBTI describes an individual’s preferences on four dimensions

•  Extroverted or Introverted

•  Sensing or Intuitive •  Thinking or Feeling

•  Judging or Perceiving •  Various combinations result in 16 personality types

Task Orientated Thinking

People Orientated Feeling

Ask Questions Introverted

Give Instructions Extroverted

Applying a media dimension

Task Orientated

People Orientated

Ask Questions Give Instructions


INTROVERTED

EXTROVERTED

Task Orientated

People Orientated

Ask Questions Give Instructions



Always want more detail Always want to get on with it

Always wants the opinion of others Always want to talk about something else else

Profile Characteristics

INTROVERTED

EXTROVERTED

DEEP CORRECT THOUGHTFUL PERFECTIONIST CONSCIENTIOUS

RELATIONSHIP FOCUSED SUPPORTIVE LOW-KEY QUIET CALM

DECISIVE FAST PACED TASK FOCUSED GOAL ORIENTATED EXUDES CONFIDENCE

INSPIRATIONAL OUTGOING SOCIABLE CREATIVE FUN

Verbal Clues

INTROVERTED

EXTROVERTED

MONOTONE QUESTIONING THOUGHTFUL ASK STYLE LONG SILENCES

RELATIONSHIP BASED QUIETER SPEECH SLOW PACED SMALL TALK PERSONAL

BLUNT CRITICAL FAST PACED CONFIDENT TONE BUSINESS LIKE TELLS A QUESTION

BUTTERFLY SUBJECT INTERRUPTS CONFIDENT EXPRESSIVE LOUD

Body Language

INTROVERTED

EXTROVERTED

RIGID POSTURE FORMAL QUICK COOL HANDSHAKE CREATES BARRIERS WIDE PERSONAL SPACE

CAUTIOUS DEMEANOUR MORE FACIAL EXPRESSION GENTLE HANDSHAKE INTERMITTENT EYE CONTACT RELAXED POSTURE

QUICK LEANS FORWARD DIRECT EYE CONTACT FIRM HANDSHAKE SMALL PERSONAL SPACE

OPEN SMILES MORE QUICK HANDSHAKE SMALL PERSONAL SPACE ANIMATED

Triggers

INTROVERTED

EXTROVERTED

POOR QUALITY TIME WASTING BEING PUSHED LACK OF INFORMATION

SUDDEN CHANGE BEING PRESSURED BEING IGNORED IMPERSONAL SERVICE

SLOW SERVICE BEING IGNORED INDECISIVENESS INCOMPETENCE

FLIPPANCY REJECTION DETAIL OVERLOAD SLOW SERVICE

To sum up…

Analytical, persistent, scheduled, orderly, detailed, faithful, deep, fussy, insecure, hard to please

Persuasive, competitive, outspoken, confident, independent, daring, bold,

impatient, headstrong, proud

Adaptable, controlled, satisfied, friendly, obliging, consistent,

reluctant, indecisive, inoffensive

Sociable, spontaneous, convincing, lively, talkative, inspiring, cheerful,

haphazard, permissive, inconsistent

What’s his profile?




How about these?

What’s the relevance?

•  Understanding the person’s profile means you will understand how they are likely to act face-to-face

•  You will understand how they make decisions •  You will know how much information they need

•  You will be prepared for the dynamics of the relationship •  You will operate in the best possible light

In practical terms…

I

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EXTROVERTED

•  slow down and listen carefully •  be conservative in your assertions •  explain in detail • ask precise questions

•  slow down – be patient and clear •  be sincere in your tone of voice •  take a personal interest in what they are doing •  help them set realistic goals for the task

•  keep them busy •  don’t control too much – they will rebel •  they need challenges •  they need help to break large projects into small chunks

•  do not dominate – but keep them on track •  ask for ideas and opinions •  make sure they understand the task

Communication Tips

When communicating with a person who is ambitious, forceful, decisive, strong-willed, independent and goal-orientated:

•  Be clear, specific, brief and to the point •  Stick to business •  Be prepared with support material in a well-organised “package”

Factors that will create tension or dissatisfaction •  Talking about things that are not relevant to the issue •  Leaving loopholes or cloudy issues •  Appearing disorganised

Communication Tips

When communicating with a person who is magnetic, enthusiastic, friendly, demonstrative and political:

•  Provide a warm and friendly environment •  Do not deal with a lot of details (put them in writing) •  Ask “feeling” questions to draw their opinions or comments

Factors that will create tension or dissatisfaction: •  Being curt, cold or tight-lipped •  Controlling the conversation •  Focusing on facts and figures, alternatives and abstractions

Communication Tips

When communicating with a person who is dependent, neat, conservative, perfectionist, careful and compliant:

•  Prepare you “case” in advance •  Stick to business •  Be accurate and realistic

Factors that will create tension or dissatisfaction: •  Being giddy, casual, informal, loud •  Pushing too hard or being unrealistic with deadlines •  Being disorganised or messy

Communication Tips

When communicating with a person who is patient, predictable, reliable, steady, relaxed and modest:

•  Begin with a personal comment, break the ice •  Present your case softly, non-threateningly •  Ask “how?” questions to draw their opinions

Factors that will create tension or dissatisfaction: •  Rushing headlong into business •  Being domineering or demanding •  Forcing them to reply quickly to your objectives

Remember!

•  Understand your own profile and mask accordingly •  Understand the profile of your colleagues/clients/

commissioners and how they will react to you and your actions!

•  Make the most of the triggers they will be engaged by

•  By wary of what behaviours are likely to antagonise •  Body language is pivotal…

•  Thank you

Why do some teams work and others don’t?

Why do some teams work?

•  Is it just chemistry… •  Is it just that the individuals complement each other (or

compliment each other!) •  Are effective teams balanced? •  Can we define and help teams work better together?

It starts with knowing yourself

How others see you Your own view Enhanced Self Understanding

Reflection

Team Role Theory

•  Why do some teams work? •  1970s Dr Meredith Belbin at Henley Management

College set about observing teams to find out why •  Surprisingly it was not about intellect but behaviour •  Individual clusters of behaviour formed distinct

contributions or “Team Roles”

Team Role Definition

“A tendency to behave, contribute, and interrelate with others in a particular way”

8 + 1 roles

Roles and descriptions

•  Plant •  The first identified team role •  Planted in each team because they were good at solving

problems in unconventional ways •  Team – Role contribution: creative, imaginative,

unorthodox, solves difficult problems •  Allowable weaknesses: Ignores incidentals, too pre-

occupied with own thoughts to communicate effectively


•  Monitor evaluator •  Provides the logical eye, make impartial judgments,

weighs up options dispassionately •  Team – Role contribution: serious-minded, strategic and

discerning, sees all options, judges accurately •  Allowable weaknesses: can lack drive and ability to

inspire others


•  Co-ordinators •  Focus on the team objectives, draw out team members

and delegate work appropriately •  Team – Role contribution: mature, confident, clarifies

goals, brings people together to promote team discussions

•  Allowable weaknesses: can be seen as manipulative and offload personal work


•  Resource investigators •  When the team is at risk of being too inward-looking they

provide the external focus •  Team – Role contribution: extrovert, enthusiastic,

communicative, exploring opportunities, develops contacts

•  Allowable weaknesses: over-optimistic, can lose interest once initial enthusiasm passes


•  Implementers •  Plan a practical, workable strategy and carry it out as

efficiently as possible •  Team – Role contribution: disciplined, reliable,

conservative in habits, a capacity for taking practical steps and actions

•  Allowable weaknesses: somewhat inflexible, slow to respond to new possibilities


•  Completer Finishers •  Most effectively used at the end of job to “polish” and

scrutinise the work for errors •  Team – Role contribution: painstaking, conscientious,

anxious, searches out errors, delivers on time •  Allowable weaknesses: inclined to worry unduly,

reluctant to let others into own job


•  Teamworkers •  Helps teams gel and use their versatility to identify the

work required and complete it on behalf of the team •  Team – Role contribution: co-operative, mild, perceptive,

diplomatic, listens, builds and averts friction •  Allowable weaknesses: indecisive in crunch situations


•  Shapers •  Provides the necessary drive to ensure that the tea keep

moving and does not lose focus or momentum •  Team – Role contribution: challenging, dynamic, thrives

on pressure, has the drive and courage to overcome obstacles

•  Allowable weaknesses: prone to provocation, liable to offend others


•  Specialists •  Only emerged after the initial research was completed •  Simulation obscured the need for in-depth knowledge of

a key subject §area •  Team – Role contribution: single-minded, self-starting,

dedicated, provides knowledge and skills in rare supply •  Allowable weaknesses: contributes on only a narrow

front, dwells on technicalities

Role and descriptions

•  Less high profile does not mean less important •  Balance is key – each behaviour is essential •  Without a plant there maybe no spark •  Without a shaper deadlines will be missed •  By identifying our team roles we can ensure that we use

our strengths to advantage and manage our “allowable weaknesses” as best we can

In a nutshell

The Belbin philosophy is about celebrating – and making the most of – individual differences. The message is that there is

room for everyone in the team: all positive contributions welcome

Which one are you?

In summary

Documents

Personality Profiling And Chemistry