Skills building training day 4 interpersonal differencies

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IMPROVED STRATEGIC MANAGEMENT

CAPACITY PROJECT

October 2013

Change Management – Session 4

Jocelyne Rasé


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Day Four

• Understanding interpersonal difference to work as a

change catalyst

• The TMI Tool - interpersonal differences

– Specific needs

– Preferential modes of operation

– Attitude towards change

• Motivators

• Principles and practice of coaching



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What is below the surface?

Listen to the words, question them, ask for different words…

Listen to the emotion, ask for clarification

Topic

Issue

.



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Four Preferences

I Relationships E

How people interact with others

ExtravertIntrovert

P Information C

How people handle information

Practical - Detailed Creative -Innovative

A Decisions B

How people take decisions

Analytical - Thinking Beliefs & Feelings

S Organisation F

How people organise themselves and others

Structured Flexible

First Preference

I Relationships E

How people interact with others

How they recharge their batteries

ExtravertIntrovert

Le Lièvre et la Tortue Jean de la Fontaine

Introvert

Extravert

Open Door Policy

« Do Not Disturb »

IE

Some Key Words

Introversion – I Extraversion – E

Focus on reflection Focus on action

Like quiet Like lively surroundings

Need concentration Need interaction

Deep friendships Multiple relationships

Think – Do – Think Do – Think – Do

Need for preparation Can improvise easily

One focus at a time Can multi task easily

Inwardly directed Outgoing

Think things out before

speaking

Talk things through

Brainstorm

Introversion Extraversion

ExtraversionIntroversion

Prefers writtencommunication

Prefers oral communication


Gets recharged through interactions with the

environment & others

Gets recharged through reflection and lives in

internal world


Learns by doingNeeds to think firstbefore doing


Likes to brainstorm

Uses others as sounding boards

Takes active part in the process

Thinks before reacting


Easily takes initiativesin relationships at work

Takes initiatives only when the situation becomes urgent


Has multiple points of interest

Likes to focus ona few points but in depth


Acts better on hisown than in group

Needs to be incontact with others

IntrovertExtravert

Extravert Introvert

Potential Conflict

Introverts vs. Extraverts

Dealing with disruptions

Speed of making decisions

Time before action - speed of implementation

Delegation of tasks: how much responsibilities you own - accept

Communication style – monopoly of meetings by Extravert

Frequency & type of feedback

Definition of friendship – keeping in touch

Exclusion – inclusion

Visibility in the organisation

Potential derailment

Introvert

Difficult to read

Tendency to isolate

Excessive time before action

Obsessing on same thoughts

Excessively prudent

« I can do it alone »

« I don’t need anyone »

FEAR OF DEPENDENCE

Extravert

Wants to be the centre of attention

Jumping too quickly into action

Being easily distracted

Being too available – therefore easily overwhelmed

Failing to evaluate risks or consequences

Taking on too much responsibility

« I need to be informed and connected »

FEAR OF BEING IGNORED

Second Preference

P Information C

How people handle information

How they look at reality first

Practical Creative

Practicalfocus on details

Creative

focus on big picture

Sensing & Intuition

Operational short-term evaluation

Strategic, long-term vision

C

P

Some Key Words

Practical

• Focus on facts

• See small details

• Realistic

• Specific – microscopic vision

• Down-to-earth

• Practical

• What is NOW

• Rely on experience

• Mean what they say

• Need precision

• What you see is what you get

Creative

• Focus on ideas

• See overall patterns

• Conceptual

• General – helicopter vision

• Head-in-clouds

• Theoretical

• What could be in the FUTURE

• Rely on inspiration

• Understand what they mean

• Need a sense of purpose

• Like metaphors

Trusts experience most

Trusts inspiration most

Practical Creative

Looks first at details Sees things in big picture& the main points

Practical Creative

Likes stability

Prefers smooth changes

Likes to think outside the box,

develops new ideas

Practical Creative

Oriented on TODAY Oriented on TOMORROW

Practical Creative

Focuses on symbols &

the meaning of things

Practical Creative

Focuses on concrete, operational

& realistic things

Draws conclusions

based on facts in a prudent

& reflective manner

Draws very quick decisions

based on intuition

Practical Creative

Remains focused on facts

& figures

Goes beyond facts;

has a fertile imagination

CreativePractical

Works with detailed plans

Works with

2 or 3 main points

CreativePractical

The 12 High Performance Behaviours

Information searchCreating business solutionsFlexible thinkingSeeking information, managingcomplexity, generating ideas, developing options, depth & creativity of thought, encouraging innovation

Engaging & Developing Others

Innovative Thinking

Leading People

Achieving Excellence

Enable and drive changeContinuous improvementCustomer focusGetting results, driving excellence, customer focus, making targets, galvanising action, delivering the bottom line

InfluenceBuilding confidenceCommunicationCommunicating a compelling vision, influencing others, generating passion, energising others, building confidence & belief

Building relationshipsTeamworkDeveloping peopleValuing & respecting others, coaching, creating trust, empowering others, facilitating groups, developing people and building teams

Potential Conflict

Practical vs. Creative

Level of details necessary

Operational role vs. generating ideas

Micromanagement

Time: Present vs. Future

Thinking about possibilities – options – alternatives

Innovative approach - thinking outside the box

Flexibility

Welcoming change – seeing it as an opportunity to seize

Professionalism - Criteria of quality

Meeting clients needs

No Mom ! It is not a fairy tale casttle, it is the box used to wrap upthe TV when we bought it yesterday.

That is what I thought

Creative

Practical


Creative - Intuitive

Being unrealistic

Head in the clouds

Being impractical

Inability to implement ideas

Wishful thinking

Inability to be Here & Now

« I need to imagine all possibilities»

FEAR OF ROUTINE

Practical - Detailed

Paralysis of analysis

Perfectionism

Excessive focus on errors

Micromanagement

Inability to put things in context

Being too operational – lack of creativity

Inability to think long term

« I need to know & control it all »

FEAR OF NEW

Third Preference

A Decisions B

How people make decisions

Analytical - Thinking Beliefs & Feelings

Analytical

thinking

Beliefs

& Feelings

Some Key Words

Analytical thinking

• Use brain first • Facts• Distant• Objective• Analytical – critical view• Tough-minded• Think about implications• Logical• Listen to reason• Refer to universal truths• Seek principles

Beliefs & Feelings

• Refer to their heart first• Emotions• Intimacy - closeness• Subjective • Personal connection• Want to be fair• Think about being appreciated• Empathic• Focus on impact on people• Refer to values• Seek harmony

Makes decisions by

stepping out of the

problem to be

objective

Makes decisions

by stepping into

the problem to be

empathic

Analytical thinking Beliefs & Feelings-

Decides with his head Decides with his heart

Analytical thinking Beliefs & Feelings

Understands peopleKnows how to interact

Analyses & resolvesproblems in a logical manner


May become cold & heartless in emotional situations

May be touched bypersonal situations


Aspires to the truth, wants justice to be objective

Aspires to build positive & harmonious relationships


EmpathicRational - Distant


Considers each person as a unique individual

Considers individuals as members of a group


Projects self in the situation

Looks at events from a distance

Feelings - Beliefs

Analytical thinking

Potential Conflict

Analytical thinking vs. Beliefs & Feelings

Values – Can we be friends with people who have different values?

How to give feedback – factual or empathic

How you communicate decisions

Impact of decisions on self

Impact of decisions on others

Potential for burnout

Motivation: being motivated by facts or by personal connection

Fair process – being included in the process of decision making


Thinking - Analytical

Cold – logical – rational

Emotional disconnection with self & with others

Inability to have empathy

Hyper rationalism

« I need to understand logically »

FEAR OF IRRATIONAL

Feeling - Beliefs

Over identification with events

Over personalising

Lack of objectivity

Excessive focus on harmony

« I need to understand how it feels »

FEAR OF NOT BEING LIKED

Fourth Preference

S Organisation F

Structured Flexible

How people organise themselves and others

Start Deadline StartDeadline

Structured - Methodical or Flexible – Last minute

Linear or Circular?

Some Key Words

Structured

• Organised

• Like strict schedules

• Formal

• Systematic

• Linear - one thing at a time

• Focused on now

• Want closure

• Methodical

• Planning

• Re-structures

Flexible

• Spontaneous

• Feel stifled by schedules

• Casual

• Has peaks of performance

• Circular - many things at a time

• Will think about it later

• Leave things open

• Thrive on surprises

• Adaptable

• Can change course easily

Methodical - Systematic

Structured

Flexible

Spontaneous without

constraints

Likes structure, graphs,

maps & plans

Feels limited by graphs,

structure or maps

Structured Flexible

Gives importance to the

pleasure found in tasksIs always focused on the

objective to achieve

Structured Flexible

Prepares everything

in advance

Makes last minute decisions

Likes to take into account

various options

Structured Flexible

Likes things

to be settled

Seeks flexibility,

likes the option of change

Structured Flexible

Tries to avoid stress associated

with time pressure

Thrives under time pressure;

makes him feels energized

Structured Flexible

Sticks to planning

Can adapt and change

courses if needed

FlexibleStructured

Can become inflexible

& overly controlling

Can become cahotic

& disorganised

Structured Flexible

Potential Conflict

Structured vs. Flexible

Criteria of quality – definition of professionalism

Long planning vs. last minute interventions

Mode of operation: Linear vs. Circular

Instructions & directives: micromanagement

Focus on timelines, deadlines

Need to set up of milestones

Reporting mechanisms

Trust

Anxiety towards the future - sense of urgency

Learning style

Being overly optimistic about what can be done


Structured

Rigidity

Being controlling and dictatorial

Missing opportunities

Anxiety when faced with unpredictable events

Pessimism about the future

“I need to know what will happen”

“I need to be in control”

FEAR OF UNPREDICTIBLE

Flexible

Distractibility

Inability to focus or commit

Procrastination

Change for the sake of change

Easily converted, influenced

Unrealistic optimism in the future

« I need to explore all options»

FEAR OF MISSING OUT

Flexibility Needed…

Introvert REFLECT

Extravert BE OPEN - INTERACT

WITH ENVIRONMENT

Practical UNDERSTAND A SITUATION IN DETAILS

FACE THE FACTS (+ & -)

Creative EXPLORE OPTIONS & ALTERNATIVES

FIND NEW POSSIBILITIES

Analytical thinking MAKE LOGICAL DECISIONS

BE RATIONAL

Beliefs & Feelings COMMUNICATE THE DECISIONS

PAY ATTENTION TO THE IMPACT ON PEOPLE

Structured GET ORGANISED

PLAN

Flexible EVALUATE THE RESULTS

ADAPT + BE FLEXIBLE

Explore

options

45

61

Examine the facts in details

2

3Take rational

decisions

Communicate decisions +

Take into consideration the impact on people

Plan - Structure

Organise

Adapt

Improve

Be flexible

The process of efficiency

EXPLORE OPTIONS

BE CREATIVE

USE INTUITION

LOOK AT FACTS IN

DETAILS

MAKE RATIONAL

DECISIONS

PROPER COMMUNICATION

FOCUS ON EMOTIONS & BELIEFS

STRUCTURE

ORGANISE

FLEXIBILITY

ADJUST

Dysfunction

1

35

If Extraverts, making decisions too quickly and acting too fast

2

4

6

Tasks oriented teams

CONSIDER

POSSIBILITIES

BE CREATIVE

BE PRACTICAL

FOCUS ON DETAILS

ANALYTICAL

THINKING

PROPER COMMUNICATION

FOCUS ON EMOTIONS - BELIEFS & VALUES

STRUCTURE

PLAN

ORGANISE

FLEXIBILITY

ADAPT

Dysfunction2

4

61

35

Relationships oriented teams

15 November 2013 81

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OutcomeMeeting Facilitator(s):

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Topic Objective

1

2

3

4

5

6

7

8

Workshop TMP PP82

16 Options

Workshop TMP PP83

8 roles

Worksh

Types of Work Model

The Types of Work

Gathering information from various sources, both internally

and externally

Collating and sharing the information so that it can be put to

good use

Understanding the current business environment and its

impact on the team/organisation

Keeping up to date with competitor activity and changes in

legislation

Questioning

Sharing

Thinking of new ideas and new ways of doing things

Challenging the status quo

Looking at existing processes to see whether they can be

improved

Approaching problems from different viewpoints

Questioning – what if?

Visioning

Change

The Types of Work

Ideas may become lost if not promoted in the right way

Necessary to secure resources and commitment

Getting ‘buy in’ from key stakeholders and those who will

make the ideas work

Obtaining internal and external support

Promoting your own skills and experience to others within

the team or organisation

Sales and Marketing

The Types of Work

Can we make this idea work?

Which idea or proposal is the most viable and realistic?

Practical testing and prototyping

Applicability and appropriateness for team or organisation

Focus groups

Pilot schemes

Thorough testing now may save time later

The Types of Work

The critical planning stage before implementation

Who, what, when, where and how?

Resource allocation

Process

Plans

Structure

People

The Types of Work

Delivery of products and services to a consistently high

standard

Contributes directly to bottom line outputs

Essential function which provides tangible, reliable results

Individual, team and organisational performance are judged

on this

Products

Outputs

Services

The Types of Work

Are the products and services of the required standard?

Is the output to the desired specification?

Have we finished on time and within budget?

An opportunity for revisions and refinements

Quality checking

Focus on the details

Control

The Types of Work

Upholding the values of the team / organisation

Long term maintenance of internal infrastructure and people

Paying attention to relationships with clients and colleagues

Important for continued success

Values

People

Infrastructure

The Types of Work

The Types of Work

Advising Gathering and reporting information

Innovating Creating and experimenting with ideas

Promoting Exploring and presenting opportunities

Developing Assessing and testing the applicability of new approaches

Organising Establishing and implementing ways of making things work

Producing Concluding and delivering outputs

Inspecting Controlling and auditing the working of systems

Maintaining Upholding and safeguarding standards and processes

LinkingIntegrating and coordinating the work of others: within the team and in relation to external interfaces

Roles

Role Major Characteristics General Behaviour

Reporter-Adviser Supporter, helper, tolerant A collector of information Dislikes being rushed Knowledgeable

Usually not aggressive Not time conscious Enjoys finding out Issues interpreted personally Tends to ‘put off’ decisions

Creator-Innovator Imaginative Future-oriented Enjoys complexity Likes research work

Often irregular work pattern May miss deadlines Continually searching for new ways Independent

Explorer-Promoter Persuader, ‘seller’ Likes varied, exciting, stimulating work Easily bored Influential and outgoing

High energy level Knows lots of people Good at getting resources A visionary A good communicator

Assessor-Developer Analytical and objective Developer of ideas Enjoys prototype or project work Experimenter

Moves from task to task Action-oriented Dislikes routine Gregarious but independent

Roles

Role Major Characteristics General Behaviour

Thruster-Organiser Organises and implements Quick to decide Results-oriented Sets up systems

Makes things happen Action via deadlines Will exert pressure Impatient May overlook people’s feelings

Concluder-Producer Practical Production-oriented Likes schedules and plans Takes pride in reproducing goods and

services Values effectiveness and efficiency

Time conscious Follows through to the end Dislikes change Prefers routine Makes schedules work

Controller-Inspector Strong on control Detail-oriented Low need for people contact An inspector of standards and

procedures

Critical of inaccuracies Enforcer of regulations Meticulous Quiet and reflective Concentrates in depth on a few

issues at a time

Upholder-Maintainer Conservative, loyal, nostalgic Supportive Personal values important Strong sense of right and wrong Work motivation based on purpose

Can help weld the team together Prefers an advisory role Can negotiate well Usually has strong feelings

Hi Derek,

Thanks for getting back to me! Here's what I was able to book for next week’s conference for your group:

- 2 hours with senior managers in the office in Cinisello on Tuesday

- 1 hour lunch with the financial group at Dino’s in Milan on Wednesday

And just a few other things I'd like to check:

- are the times for all other meetings 1 hour?

- do you want each manager to attend only 1 meeting?

- what are the limits on the manager’s expense account for these trips?

Thanks!

Bob

Which type ?????

Hi Derek,

Thanks for getting back to me! Here's what I was able to book for next week’s conference for your group:

- 2 hours with senior managers in the office in Cinisello on Tuesday

- 1 hour lunch with the financial group at Dino’s in Milan on Wednesday

And just a few other things I'd like to check:

- are the times for all other meetings 1 hour? Structured

- do you want each manager to attend only 1 meeting? Detailed

- what are the limits on the manager’s expense account for these trips?

Thanks!

Bob

Which type ?????

Which type ?????

Dear Nicole,

It was with great pleasure that I met you the other day.

We will see how things progress.

There is no need to get all excited about the merge without reason.

The decision can go both ways.

Who knows what will happen? We will find out soon enough.

I remain at your disposal. Don’t worry.

Warmly yours,

Joyce

Which type ?????

Dear Nicole, friendly

It was with great pleasure that I met you the other day. flexible

We will see how things progress. flexible

There is no need to get all excited about the merge without reason.

The decision can go both ways. open to possibilities

Who knows what will happen? We will find out soon enough.

I remain at your disposal. Don’t worry.

Warmly yours,

Objective:

Joyce Managing the relationship

Which type ?????

Feb 18, 2010 – 5pm

Nicole,

I am glad we had a chance to meet last Tuesday at the meeting

conducted by John Runbard, the manager of the Tax Processing

team. Even if it is clear that no decision has been made yet, I think

it is important to prepare for both possibilities…

1. If the decision is to merge our 2 groups, we must be ready to

move in 3 days so we can be fully operational the 4th day

2. If the decision is to remain separated , we must be ready to not

only continue our production at the same pace as before but also

to start dealing with new dossiers so we can show an increase in

productivity of 4,5% by the end of the year

Sincerely,

Jane

Which type ?????

Feb 18, 2010 – 5pm structured, detailed

Nicole, Thinking

I am glad we had a chance to meet last Tuesday at the meeting

conducted by John Runbard, the manager of the Tax Processing

team. Even if it is clear that no decision has been made yet, I think

it is important to prepare for both possibilities…detailed, structured

1. If the decision is to merge our 2 groups, we must be ready to

move in 3 days so we can be fully operational the 4th day

2. If the decision is to remain separated , we must be ready to not

only continue our production at the same pace as before but also

to start dealing with new dossiers so we can show an increase in

productivity of 4,5% by the end of the year organised - detailed

Sincerely,

Jane

Objective: Managing tasks

Education

Skills building training day 4 interpersonal differencies