Archive for the ‘Communication’ Category
Information on reading the C (Conscientiousness) styles, and implications for leadership:
Following the steps of people-reading, we learn that someone who tends to be “skeptical and challenging,” and “cautious and reflective,” likely fits the profile of a “C” style.
“C” leaders tend to be strong in the areas of Integrity, Self-Impovement planning, and clear Communication, traits found in The Group Dynamic Primer.
Teamwork values of the “C” leader: Accuracy, Challenge, and Support.
Leadership style descriptors of the “C” leader: Deliberate, Resolute, and/or Humble.
Unique tendencies of the “C” leader: brief communications, little small talk, separation of work and play.
Why “C” leaders can be very good: Things are done correctly rather than quickly; matter-of-fact communication makes things clear; time is rarely wasted because of non-relevant activities.
Drawbacks: Time may be wasted due to over-analysis or overly methodical processes. Relationships may suffer or be slow to develop because of to-the-point communication.
One action suggestion for C leaders:
•Work to affirm members of your team, offering both positive and critical feedback, even when it seems obvious to you, or overly “affirming.” They like to know exactly where they stand.
These short, unmodified bullet points and this abrupt ending are characteristics of a “C” communication style. We “i”s ought to learn this style – it can be very efficient, and even productive.
Here’s one reason I love DiSC: you can put it to work immediately.
Consider an individual that you’re having a bit of difficulty connecting with – and you call it a “personality conflict.”
Ask this: Is the person more fast-paced and outspoken? or more cautious and reflective?
Then: Is this person more questioning and skeptical? or more accepting and warm?
The first question puts us more “top” or “bottom” — fast-paced equals “top” and cautious equals “bottom.”
The second puts us “right” or “left” – questioning is “left” and accepting is “right.”
If you know me personally, you will likely peg me as “fast-paced,” putting me on the “top.”
It’s tougher to decide if I’m more “questioning” or “warm;” that’s a testament to the fact that we are complex creatures. Most will put me on the right. My daughter — and some of my coaching clients — might put me on the left.
But let’s make this easy to start — if I’m “top” and “right,” then I’m an “i,” which stands for “influence,” which describes the way I like to work with others. I value enthusiasm, and action, and collaboration. Once you know that about me, then you have an idea of to approach me and work with me.
Armed with just that level of knowledge, my work with the “C” people (bottom left) improved – once I learned that the “Conscientious” style prioritizes accuracy over speed– which isn’t really my style — we got along better. For details, read a post from three years ago: How DiSC Changed My Life.
The “D” stands for Dominance, and the “S” for Steadiness. Just checking out their priorities — which are all good, and every team needs them — can help you decide how to modify your approach to get along.
I get lots of questions about this stuff, so I’m going to start sharing more. Next week. Until then, the “i” in me says “HAVE A GREAT DAY!!!”
Tabby and Alan discuss the “3 magic words” that help make requests pleasant and keep people engaged.
Matt and Alan talk about the danger of dwelling on things.
Sarah and Alan talk about a technique to cut down on passive-aggressive and/or sarcastic speech from the people around you.
Related post: Ignore the Tone
Jayson and Alan discuss: Sometimes leaders need to walk the fine line between consistency and flexibility.
Jayson and Alan discuss how the phrase “…how we do things around here…” can be used to instill a culture.
Related post: How we do things around here.
Matt and Alan discuss the ways that interrupting or insisting on having the last word can interfere with a leader’s intention to connect with others.
Effective leaders stand out:
When we don’t like the way things are, we have three choices on how to deal:
adapt, report, or accept. Sarah and Alan discuss.
Jayson and Alan discuss sarcasm, and the way it keeps people guessing. Effective leadership needs to be clear, and be respectful, and there are ways to have a sense of humor that don’t involve sarcasm.
Tabby and Alan give examples of the dangers of “but” and “should,” and also provide positive alternatives.