six success-building skills for emerging leaders - part 3
TRANSCRIPT
Part 1 - Character, Compassion and Clarity
Part 2 – Cultivate Your Image
Part 3 – Understanding Others for Improved Performance
Part 4 – Personal Strategic Planning
Part 5 – Powerful Communication Skills
Part 6 – Stop Chasing the Clock
I just don’t GET them…
I never know how they’re going to react…
Why do they always…
Why don’t they ever…
DISC describes behavior, not personality -- what you say and do, the external and observable expression of your life.
D = Dominance (how you handle problems)
I = Influence (how you handle people)
S = Steadiness (how you pace yourself)
C = Conscientiousness (how you follow rules and procedures)
Initiator of action
Identifies changes that will improve the situation
Accomplishes tasks quickly
Streamlines tasks
Be prepared and specific
Involve them in developing a solution
Clarify limits
Don't back down
Ask them “what” questions
People patience
Relax!
There are rules for a reason
“Strength Under Control”
Focus on finishing well
Chitchat. Try to develop a relationship. Approach them casually
Waste their time
Tell them what to do and expect them to do it
Expect them to pick up on your feelings or unspoken agenda
Say Hi
Set goals
Listen – let them talk
Ask them “who” questions
Don’t spend much time on the details
Recognize their accomplishments
Time must be managed
Deadlines are important
“Tone Down” the optimism – it can be blinding to the facts
Being responsible is more important than being popular
Listening better can improve one’s influence
Don’t bore them with details
Don’t exclude them
Don’t ignore their ideas
Don’t expect them to cope well with bureaucracy
Be genuinely interested in them
Tell them about future changes
Assign them fewer, larger projects
Encourage them to speak up
Create a humane working environment for them
Ask them “how” and “when” questions
Recognize and appreciate their achievements
Change provides opportunity
Friendships shouldn’t out shadow everything
Discipline is good
Boldness and taking risks is sometimes necessary to achieve important goals
Pop changes on them
Confront them directly or make them feel personally attacked
Question their loyalty
Expect them to cope well with hostility or disapproval
Total support is not always possible
Thorough explanations aren’t always a solution and don’t always solve everything
Deadlines must be met
Controlled optimism will lead to greater success
Focus on the issue – the facts, not feelings, impressions, intuition or “gut” reactions
Involve them in developing procedures
Ask their opinions. Wait for them to answer. Listen.
Respect their personal limits
Train them in people skills and negotiating
Warn them of changes
Ask them “why” and “how” questions
Pop changes on them
Ask them to take on multiple projects at one time
Spend time on their feelings or ask them how they're really doing
Expect them to cope well with change