LEADERSHIP-THE BOTTOM LINE
Personality Types & Problem Solving
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Adversity – Our Greatest Ally!
It’s been suggested that adversity is the soil of great accomplishment. Smart organizations will typically view a difficult environment as a genuine opportunity. It offers a chance to re-think products and services, fine tune internal processes, sharpen policies and procedures, and an opportunity to take a fresh look at their strategic plan.
It’s also been suggested that necessity is the mother of invention. Difficult times produce better ideas and they become a filtering process, if you will, for what works and what doesn’t, what’s a good idea and what’s an even better idea. The most valuable thing you can do right now as a leader is to put a very legitimate, positive spin on the times we are going ‘through’, rally your people and engage them in positive, reality based, solution oriented discussions regarding the steps we can take ‘together’ as a team to win in the midst of what many are calling tough times.
Smart leaders will take full advantage of the intellectual capital that’s available to them in their organization; and as the result, they will not only stay afloat but they will ultimately make it to the other side without having to throw any valuable cargo overboard in the process. Adversity can become your greatest ally if you will only allow it.
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Wednesday,
November 25, 2009
Wow, what a great month this has been. The monthly sessions have all been very enjoyable this month and the individual coaching sessions extremely productive. We scheduled our November session dates this year in such a way that we have been able to take some time off this week for Thanksgiving and we’re looking forward to a great day tomorrow with family and friends. We hope each of you have a wonderful Thanksgiving this year as you meet together to give thanks for the many blessings you have in your life.
If you were in one of the sessions this month, you already know that we focused on two very interesting topics. The first having to do with being able to recognize various personality types and how to allow that to help you understand why people typically say and do the things they do, and how to respond in such a way as to produce the most productive outcome possible; and the second having to so with the best approach to take when it comes to involving the members of your team in the process of coming up with creative solutions to problems and also coming up with new and better ways to help the organization succeed. Let’s take a quick look at what we covered in each of our two segments.
“How to Work Productively with Various Personality Types!”
In our first segment we began by reminding ourselves that as leaders we are first and foremost in the people business and that our effectiveness in the people business will have a lot to do with how well we understand human nature and what typically makes people tick. It’s important for us to understand our own people in particular, given the fact that we have been tasked with the responsibility of being able to achieve the maximum productivity possible through our people while contributing to their personal and professional growth in the process. We’ve discussed in prior sessions the fact that effective leaders really know their people better than their people know themselves, and that our flexibility in dealing with people based upon ‘who they really are’ is one of the secrets to our success as leaders in our organization.
We went on to discuss the fact that achieving success in any area of life will ultimately come down to your ability to establish long-lasting, love-motivated, productive relationships with others. That’s especially true when it comes to leadership and management. It’s tough to achieve anything through people who you aren’t able to enjoy a good relationship with. We discussed in past sessions the fact that success as leaders and managers is defined as being able to meet or exceed expected levels of productivity through people while facilitating their growth in the process. That’s working smart and it requires that you be able to establish productive relationships with each one of your people.
And by the way, let me remind you again that great relationships in the workplace lead to a positive and optimistic work environment, the development of loyalty on the part of team members toward their manager and their genuine commitment to the success of the company.
There are a lot of factors that have to come together in just the right way to produce productive relationships with others. Here are three of the most important factors we discussed in our session:
1. Who you are.
Why would I want to be involved in a relationship with you? It’s important that you be the kind of person that others can respect, believe in and admire. There’s an old saying that says, “Who you are will speak much louder than what you say.” It’s really all about being a ‘class act’, and without really trying, being the kind of person others wish they could be more like.
2. How people feel about themselves in your presence.
Do I like who I am when I am around you? People will either like who they are when they are around you – or they won’t. People will gravitate toward someone who causes them to feel good about themselves when they are around them; and the opposite is true as well. If I respect and believe in you, and I like who I am when I am around you, I will perceive you as being much more credible and you will enjoy a much greater degree of influence with me.
3. What your genuine motivation is toward them.
Do you really understand who I am and care about what’s really important to me? It’s important that we remember that one of the strongest human nature characteristics of them all is, “What’s in it for me that I can get excited about?” Everyone is different and they are motivated by different things. Different things are important to them in their life. Everyone defines success differently. One of my early mentors, Zig Ziglar, was right on target when he said, “You can get everything in life you want if you will simply help enough other people get what they want.” And I like to add “from the inside – out”.
In light of these three important factors, on page 11-4, we went on to discuss one of the basic ‘tools’ we use when it comes to building successful relationships, which is ‘communication’. Again, in the people business, it’s all about remembering that it’s not always what you say, but it’s how you say it that will make the big difference. For example, when communicating with others, instead of reacting negatively to the negative things people say and do, we really want to understand and respond to the reasons ‘why’ they are acting the way they are so we can help them begin to see themselves in a much more positive light and feel much more confident and truly empowered when they are in our presence. In addition, we also want to remember to communicate not just from our own perspective but from theirs as well, taking under consideration those things they consider important as a part of our approach with them. As that occurs we begin to enjoy all the benefits listed on the second half of page 11-4.
On page 11-5 we discussed the fact that personality traits (or characteristics) are an outward reflection of inner motivations, which are the inner reasons or inner needs that will cause people to act outwardly the way they do. Instead of ‘reacting’ negatively to the ways people act outwardly, our goal is to learn to ‘respond’ by recognizing and fulfilling the inner need that is causing them to act outwardly the way they are. My folks used to say that people will either pull you down to their level or you will raise them up to yours. It’s true. Ultimately, people have a need to feel a particular way about themselves in order feel comfortable with who they are based upon where they are at in the development and growth of their self-image, which is what typically causes them to act outwardly the way they do. You pull them up to your level by making it possible for them to feel confident in who they are when they are in your presence.
As you learn to successfully ‘respond’ to inner motivations or inner needs, instead of ‘reacting’ to negative personality traits, you will then be in a position to establish better relationships with your employees, which is important because, again, the secret to your success in the people business will be based upon your ability to establish long-lasting, love-motivated, productive relationships with each one of your people. As leaders it’s important that we remember that when people feel great about themselves in our presence, and they know we care, we then enjoy a much greater degree of credibility, believability and influence . . . which is important if we are to be successful at achieving the results we really need to – both in and through our people.
After laying this foundation, we then went on to proceed through the study of the five basic personality types (or the five categories of personality characteristics). You will find them listed as a part of the diagram on page 11-7.
As we progressed through this extremely interesting study, we took under consideration each of the following:
1. External personality characteristics
2. Inner needs that motivate their outward behavior
3. Fears that exist on a sub-conscious level
4. Current condition of their self-image
5. How to quickly recognize each type
6. How to produce the needed growth in each type
7. How to increase levels of productivity through each type
At the end of the study we had some fun taking an introspective look at ourselves in light of what we learned about this aspect of human nature (with a self-assessment) and then we summarized our study on pages 11-13 & 11-14.
While this segment certainly included so much more than we could possibly touch on in this short follow-up, probably one of the most important realizations we want to take away from this first segment is the fact that in organizations, real power and energy is generated through relationships. The quality of relationships and the capacity to form them are much more important than tasks, functions, roles, and positions. Leadership is about credibility, influence and growth-oriented relationships; and the quality of leadership, more than any other single factor, will always determine the success or failure of an organization.
By the way, much of the content we covered in our first segment was based on material developed by Dr, Orv Owens who was a very early mentor of mine and has remained a dear friend over the years. Dr. Owens not only gave me my start in the training industry and taught me a great deal about life and people, but he also made a very important and lasting impact on my life for which I will be eternally grateful. He has authored an outstanding book that really needs to be a significant part of your library. It’s a content-rich book that you will want to refer back to on a regular basis. It’s called “The Official Know-it-All Guide to Relationship Selling”. While the context is ‘selling’ it will provide you with a wealth of insight when it comes to understanding human nature and how to increase your personal influence in every part of your life. Copies are available through the Leadership Institute. Click here for more information. You’ll love it!
(Click on the covers for a larger view)
(Click here to order a copy of Dr. Owens’ Book)
“How to Turn Problems into Opportunities!”
In our second segment we began by discussing the fact that much of what managers are expected to do in their department is solve problems and make tough decisions. In some cases managers will attempt to solve problems and make decisions pretty much ‘on the run’. They are often times ‘under the gun’, usually ‘stressed’ and very short on time. In other cases they may take a more deliberate approach as they analyze the facts and take all of the necessary perspectives under consideration before coming up with a solution to a problem or making an important decision. Either way, their best solutions and the most important decisions they make are not always ‘warmly’ received by the members of their team. And that’s an important consideration, especially if the manager is going to have to depend on the team’s ‘buy-in’ in order to successfully implement whatever has been decided upon.
In our second segment, the goal was to consider how the effective leader will typically approach the so-called problems they face in their organization. The effective leader will typically begin by choosing to ‘respond’ to the problem as opposed to ‘reacting’ in a negative, un-productive way. They will typically view problems as ‘opportunities’; opportunities for growth where their people are concerned and as opportunities to make needed improvements where their operation is concerned. They’ve learned how to rely on the most valuable creative resource they have available to them – their people.
They have learned that by involving their people in the process, they position themselves to be able to take advantage of each of the following benefits:
(There were many other advantages discussed in our session but these seemed to be the most obvious.)
1. More perspectives that just their own
2. Unlimited supply of creativity
3. Better solutions
4. Team’s ‘buy-in’
5. Team’s commitment
6. Better quality outcomes
7. Increased team loyalty
8. Individual and team growth
9. Better utilization of resources
10. Time savings
On pages 11-17 and 11-18, we discussed a very practical approach to solving problems that has been proven quite effective over the years.
It includes the following eight steps:
8 Step Problem Solving Process!
1. Determine that a ‘genuine’ problem really exists!
Does a problem really exist that needs to be addressed and solved, or are there existing guidelines or steps already in place that are not being applied?
2. Carefully analyze and discover the ‘core’ problem!
Analyze in writing the problem you want to solve and be sure that you are focused on solving the ‘real’ problem (the core problem); this will include a focus on the causes of the core problem and an analysis of the other problems that are occurring as the result of the core problem.
3. Identify the most ‘ideal’ desired outcome!
Fast-forward into the future. Assuming that you would be able to clearly identify, analyze and understand the true causes of the problem, and then successfully implement a workable solution, how will you know that the core problem will have been effectively solved; what circumstances will exist at that point in the future? Clearly defining your desired outcome and the circumstances that will exist when it’s achieved will go a long way toward stimulating your creative processes.
4. Develop a ‘workable’ solution to the problem!
Once you have clearly defined your objective, involve as many others in the process as you possibly can. Brainstorm for solutions to the problem. Collect as many ideas as possible before screening them to find the best possible idea or solution. It’s critical when collecting the ideas to not pass any judgment on the initial ideas but to just write them down as you hear them. Select the best and most workable solutions to the problem and try to consider which will be the most realistic long-term solution; also consider affordability, needed resources, and both time and risk factors.
5. Develop an ‘action plan’ to apply the solution to the problem!
Identify the specific steps that will be taken to implement the solution you have developed. What processes will potentially be effected in your organization? For example, it could mean a new policy or procedure. Create a schedule for implementing your solution that includes start and stop times and when you should be able to expect to see certain indicators of success. Who will primarily be responsible for ensuring implementation of the plan? This and other information specific to the successful implementation process should be detailed in written form.
6. Implement the agreed upon solution (work your plan)!
Monitor whether or not specific tasks are being completed in the appropriate manner and within the time frame of the plan, and that short-term targets are being achieved. This can be achieved through group or individual meetings, quality control ’spot checks’, personal inspection of work produced, or by interaction with clients impacted by the change or changes made.
7. Analyze the outcome of the applied solution!
One of the best ways to determine whether or not your solution was the right one for your organization is for you to resume normal operations while paying attention to how ’smoothly’ things are flowing in that part of your business. Consider the normal ways that you typically measure the efficiency of your business; are you seeing what you would expect to see from those indicators; if not, was the plan realistic; should more priority be placed on various aspects of the plan, or should the plan be changed.
8. Make continual improvements in that part of your business!
Consider what you learned from your ‘problem solving process’. Carefully consider any new knowledge, understanding and/or skills that were gained. Ask yourself what changes could have been made prior to the issue becoming a problem and/or changes that should be made to avoid this type of problem in the future. Consider making changes to policies and procedures or to training, etc, if it seems appropriate to do so. Finally, why not consider writing a memo that highlights the success of the problem solving effort, and what you learned as a result, so other departments can benefit from the time and expense that you invested in your ‘new education’.
Green Light Thinking Process
After discussing our way through the eight steps and their application to the different ways people had approached specific problems in the past, we began discussing some of the real life problems that existed inside each of the organizations we were working with and selected a problem that we could work on solving together using the tool found on page 11-19 called Green Light Thinking!
We followed the steps for actually implementing the Green Light Thinking process found on page 11-20, and not only were we able to get a feel for how the process actually works but we were able to move toward arriving at some pretty creative solutions to some of the actual real-life problems we were focusing on together in our various sessions.
The general consensus in each of the sessions was that the Green Light Thinking process is a very efficient approach that can be used to tackle just about any kind of problem that might come up in the normal course of business. We also agreed that it will be a great process to use when there’s not necessarily a problem to solve but you are just looking for creative ways to become more efficient or even more competitive in your marketplace.
Sometimes some of the most simple processes can yield the greatest results!
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Additional Opportunity!
We would be pleased to schedule a convenient time to meet again with you on an individual basis, or as a group, to answer any additional questions you might have about creative ways to approach problem solving or about any of the specifics we discussed in our first segment having to do with dealing effectively with people related issues. You may have a few specific applications you’d like to discuss. We would certainly welcome the opportunity to be of additional help in any way we can.
Please email or contact us at the number listed below to schedule a convenient time for us to get together – or you can reach us through our main website by clicking on ‘contact us’. There are no additional costs involved other than the costs associated with you taking no action!
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Application Projects!!!!
“How to Turn Problems into Opportunities!”
Turn in your manual to page 11-22.
Review the information and the simple process we covered this month pertaining to the most effective approach to problem solving. Select a challenge that needs to be addressed or a problem that needs to be solved. Following the steps we outlined in this session, involve the members of your team in a ‘Green Light Thinking’ process in order to arrive at a workable solution to the problem you selected for your team to address together. Create a form for your team to use patterned after the one you see on page 11-19 and follow the simple steps you will see on page 11-20. You and your team will really enjoy working through the process together. And remember, we are here to help you if you need us!
Complete the simple exercise on Page 11-22, and be prepared to turn in a photocopy of your completed project as you check in at the beginning of the December session!
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Application Projects . . .
When it comes to any of our application projects, the idea is to see them as the first formal step in terms of getting the content out of the classroom and out there into the real world where it belongs and where it will do you and your people some good. Your goal is to take the information we covered, the material we discussed in our session together, and find as many opportunities as possible to apply it out there in your real world. Remember, adults learn by doing and they grow as the result of being given the opportunity to succeed on a repetitive basis. That’s the meaning behind our madness with regard to all of our application projects.
Their design is always simple; just read the directions at the top of the pages, follow the prompts, answer the questions, fill in the blanks, take the appropriate steps, then be prepared to share your results with us at the beginning of the next month’s session. You’ll do great!! You always do!!!
Call us if you need any assistance with any of your application projects.
We want to make sure you receive the maximum benefit possible from not only the application projects referenced above but from everything you’re learning as you progress through the complete leadership development process with us!!
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Great Idea!!
Why don’t you go ahead and follow through and get started on your application projects now while the content and all the concepts are still fresh in your mind?
As a matter of fact, once you get started, you’ll really enjoy thinking through the processes and succeeding! Your people will enjoy you applying the processes too!
Remember:
Please feel free to email or you can give us a call if you would like any personal assistance and/or coaching when it comes to completing your application projects this month.
You can call or email – or reach us through our website! (See Below!)
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Coaching!
Let me remind you once again to plan to take full advantage of your opportunity for individual ‘on-site’ coaching in any of the areas that pertain to the application of the concepts, principles and processes we cover in our monthly sessions. In addition, we are always happy to assist you in any areas pertaining to everyday ‘people’ issues.
We can assist you by phone or at your location. Just email or give us a call and we will go to work on scheduling a convenient time for us to get together.
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Next Month . . . December!
Our first segment in December will focus our attention on the fact that people do not all speak, hear and interpret information or approach relationships and their work in the same way. In November we considered the degree to which an individual’s self-confidence impacts their personality characteristics, their relationships and their performance. In the December session we are going to go to work on developing an understanding of basic behavioral styles and how they also impact working relationships and performance. Behavioral styles remain a constant no matter where an individual might be in terms of their personal growth. Recognizing and adapting to the behavioral styles of others creates opportunities to improve communication and to develop stronger and more productive working relationships. We’ll also be looking at the correlation between the personality type study we reviewed in the November session and what we will be learning about behavioral styles in December. You’re going to find it enjoyable and really fascinating.
In our second segment next month, we are going to look at how to create what employees typically consider to be a great place to work. You may find it surprising. You’re going enjoy and benefit from both segments next month. I’ll tell you more about what to expect in the December Leadership Newsletter.
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One Last Thing . . .
Would you take a minute to provide us with some feedback regarding what you experienced in the November session by leaving a comment for us at the end of this follow-up article. You can just click on ‘leave a comment’ above or below this follow-up article or you can fire off an email. Either way, we always appreciate and enjoy hearing back from you.
Have a great month and remember . . . .
“The will to win is worth nothing . . .
. . . unless you have the will to prepare.”
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Leadership works best when people are equipped to manage themselves. When that happens, everyone on your team is working proactively. Everyone is participating in leadership. You create this type of environment through win-win agreements which stem from quality relationships built primarily on respect and trust instead of on authority alone.
Jim Abbondante
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Contact Information . . .
Jim Abbondante
President, Director of Training
Direct Line: (817) 304-2225
Leadership Institute
Main Number: (817) 405-0012
Student Services Number: 1-800-955-0109
(Personal and/or Executive Coaching, Misc. Needs, etc.)
E-Mail: Leadership.Team@LeadershipInstituteUSA.com
Web-Site: www.LeadershipInstituteUSA.com
