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Flawless Leaders.Birk
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3. The Birkman Method serves as: An assessment tool that measures motivation and outward behavior Non-judgmental profile of interests, behaviors, motivational needs, and reactions under stress Predictive summary of how individuals and work-units approach communication, conflict, and decision-making Your targeted objective is to identify your “effective or productive” behaviors, your needs or motivations, and your unproductive behaviors Leadership effectiveness is rooted in FLEXIBILITY – your path lies in “RANGE” NOT “CHANGE”.
4. Architect of the Birkman Method Developed in 1952 by Dr. Roger Birkman WWII fighter pilot who observed that individuals experiencing similar situations have different perceptions Continued his research after the War as an Industrial Psychologist Pioneered use of computer methods to identify differences within self and between others
5. Background Birkman taken by over 2 million people Used by more than 75% of Fortune 500 Comparative business/industrial database of leaders from various countries around the world Validated by the US National Science Foundation Valid across corporate functions and cultures Measures self + social perceptions + motivations Creates common language about leadership and communication styles
6. 2 Basic Premises 1. There is no such thing as normal behavior 2. There is no logical connection between the way we act and the way we need or want to be treated Platinum Rule: “do unto others as …”
13. Why does it work? The intensity is measured numerically using two 1-99 scales 1 for usual behavior 1 for needs and stress 1 40 60 99 Intense Intense 1-39 Low 40-60 Mid 61-99 High
14. The Birkman dimensions to Performance: ORGANIZATIONAL FOCUS USUAL BEHAVIOR STRESS BEHAVIOR MOTIVATIONAL NEEDS INTERESTS
31. Usual Behavior A person’s External PRODUCTIVE Behavior In Birkman terms we call these Usual Behaviorsand are defined as the productive, socialized behavior that is observable by others. It is seen by others as socially positive, flexible, adaptable, civilized, appropriate, comfortable, natural, and easily modified by experience or training.
32. Motivational Needs A person’s Internal HARDWIRED Needs In Birkman terms we call these Needs and are defined as what one expects (and needs) interpersonally and from their environment to stay in healthy, productive behavior. Underlying needs and motivations are rarely observable by others and sometimes hidden to the individual. They are neutral (not positive or negative), persistent (hardwired) and are critical to understanding behavior and motivation.
33. Stress Behavior A person’s External UNPRODUCTIVE Behavior In Birkman terms we call these Stress Behaviorsand are defined as the counter-productive, frustrated behavior that is observable by others. It can be seen by others as defensive, ineffective, reactive, uncomfortable, costly.
43. Musical – Participation or appreciation of musical artsOver time, Interests your choices in life, even your choice of work, free time, and general motivations. Consider these as broad canopies under which many sub-interests lie.
44. The 11 Birkman Behavioral Components Esteem – sensitivity in relating to individuals Acceptance – relating to people in groups Structure – systems and procedures Authority – directing and controlling Advantage – idealism vs. realism Activity – preferred pace for action Challenge – self-imposed demands for achievement Empathy– involvement of feelings Change – restlessness, preference for changing focus Freedom – independence of thought and behavior Thought– approach toward decision-making
45. Esteem –sensitivity in relating to individuals “Issue vs. Person” Direct, straightforward, unevasive, matter-of-fact, candid Open and sensitive, deliberate yet respectful, moderate with others Serious, earnest, appreciative, insightful, supportive, sense of purpose USUAL 0-39 40-60 61-99 Factual, reason/logic-oriented relationships, directness, sentiment-free candor Moderate sensitivity balanced with appropriate frankness and openness Genuine respect and appreciation from others, ample time to explain/justify points, tact, diplomacy NEEDS Sensitivity to criticism or surprisingly impersonal to others Undue sensitivity, reduced self-confidence, shyness, hurt feelings, defensiveness Overlooking others’ needs, underestimating sensitivity needed by others’, lack of tactfulness, detachment STRESS Issues to Consider: Managing performance problems and reviews, appropriate use of candor, awareness of others’ feelings and special needs, sensitive or difficult business issues
46. Acceptance –accessibility; relating to people in groups “Alone vs. Group” Able to be and work alone, withstands group pressure, independently reasons Balance of social and private activities, social and attentive, communicative Highly communicative, sociable, at ease in groups, pleasant and outgoing USUAL 0-39 40-60 61-99 Freedom from constant social demands, time for quiet reflection, the company of a few close friends Balanced social and private activities and demands Group activities, support and acceptance by others, a significant number of casual relationships NEEDS Either quiet withdrawal and ignoring groups or an over-eagerness to please the group Social anxiety, seeking group approval/popularity, avoiding close personal ties Impatience, withdrawal, ignoring others, anti-social, overly critical of groups STRESS Issues to Consider: Social enthusiasm, participation in meetings, conflict and debate, open lines of communication, comfort in interacting within groups, spontaneous expression
47. Structure –approach toward details, plans, systems and procedures “Flexibility vs. Structure” Acts on own initiative, enjoys real-time planning, flexible, readily accepting Balanced structure and flexibility, concerned with essentials Concerned with detail, logical thought processes, completion-oriented, systematic USUAL 0-39 40-60 61-99 Freedom from close control, minimal routine, variety, frequent change, sense of adventure A balance of reasonable predictability and opportunities to move ahead on own initiative Stable, orderly, predictable, systematic environment; an organized and structured framework; clarity NEEDS Either over-controlling details or over-looking routine matters Rigidity, over-controlling, excessive attention to detail, resisting unexpected change Neglecting systems, order, plans; disregarding details; resisting routine STRESS Issues to Consider: Managing meetings effectively, clarity of delegation, project management, time management, sustaining systems and procedures, organizational change
48. Authority –directing and controlling, verbal dominance “Suggest vs. Tell” Pleasant, agreeable, self-directive, suggestive, democratic Balances discussion with assertion, authoritative yet pleasant, self-directive Self-assertive, seeks to influence and excel, enjoys directing others, competitive USUAL 0-39 40-60 61-99 Peaceful environment, free from open disagreements and confrontations, agreeable and pleasant relationships Clearly defined authority, enabling balanced amiable and assertive relationships Authority figures that are strong and enforce boundaries, opportunities to discuss and debate NEEDS Either withholding viewpoints and opinions or voicing them too freely Demanding forceful direction, argumentative or provocative statements, domineering bossiness Resisting direction, difficulty speaking up, avoiding open disagreement, concealing authentic reactions STRESS Issues to Consider: Collaboration, cooperation, conflict management, use of authority, listening skills, openness to others’ ideas and dissent, quality of delegation and direction
49. Advantage –approaches toward incentives and trust “We vs. Me” Trustful, cooperative, well-meaning, idealistic, others-minded Careful while trustful, competitive while resourceful, balanced idealism and realism Competitive, resourceful, opportunistic, high regard for winning, respect for the individual USUAL 0-39 40-60 61-99 Team-oriented cooperative approach, atmosphere of mutual trust and loyalty A balance of opportunities to serve and help others as well as opportunities to compete and win Recognition of achievements, a sense of competitive advantage, reasonable, practical, opportunity to win NEEDS Becoming self-protective, either too idealistic or too opportunistic Overemphasizing quick success, too opportunistic or self-promotional, self-protective, over-competitive Gullibility, too idealistic, too impractical, protecting unrealistic ideals STRESS Issues to Consider: Risk-taking, security and stability issues, winning, materialism, intangible rewards, bargaining, negotiating, meeting efficiency
50. Activity –preferred pace for action “Mental expression vs. Physical expression” Reflective, receptive, thoughtful, idea-minded, efficient with energies/efforts Active yet thoughtful, balanced vigor and reflection Vigorous, persuasive, enthusiastic, energetic, operates on high energy levels for prolonged time periods USUAL 0-39 40-60 61-99 Idea stimulation, reflective thought, freedom to set own pace, time for ample renewal Environments that allow balanced thoughtfulness with action-orientation Outlets for activity and energy release, a busy schedule, situations that require action NEEDS Restlessness, boredom, fatigue Restless tension, impatience, edginess, inefficient actions, frenetic motion Low energy reserves, delaying action, avoiding accountability, tedium, discouragement, disengaged STRESS Issues to Consider: Urgency in decision making, balance between action and thought, patience with planning and pacing, self-management, personal effectiveness, reaction time
51. Challenge –self-imposed demands for achievement “Identity vs. Accomplishment” Confident in abilities, charm, self-accepting, enthusiasm, pleasant, at ease Confident but critical, pleasant, enthusiastic Pride in achievements, endures sustained opposition, introspective, driven, strong-willed USUAL 0-39 40-60 61-99 Opportunities to excel, criticism balanced with praise, activities that reinforce confidence Environments that are balanced in self-confidence and self-criticality Reassurance, encouragement from personally challenging work and life situations, continually elevated goals NEEDS Too critical of self/others, self-doubt or resisting opposition Self-punishing, loss of confidence, too critical of self/others, sense of worthlessness Too focused on image, blaming problems on circumstances, avoiding introspection STRESS Issues to Consider: Constructive feedback, criticism, disagreement, blame, expectations, accomplishments, goals, mistakes, recognition
52. Empathy –expressing and managing feelings/emotional data “Logic vs. Feeling ” Objective, practical, logical, definite/decisive in opinions, action over thought Thoughtful yet practical, objective yet sympathetic, warm yet practical Intuitive, insightful, genuine with feelings, sympathetic and caring, emotionally expressive USUAL 0-39 40-60 61-99 Practical and logical approaches, minimal emotional complexity Moderate emotional understanding combined with practical, logical objectivity Outlets for strong subjective feelings, emotional discussions, high regard for emotional data NEEDS Becoming too detached or dispirited, discouraged or insensitive Discouragement, over-sensitivity, too subjective, magnifying personal problems Low sensitivity, becoming impersonal, emphasizing immediate results, unaware of emotional data STRESS Issues to Consider: Performance reviews, feedback, encouragement, emotional intelligence, conflict resolution, objectivity, building relationships, approachability, urgent collaboration
53. Change –restlessness, preference for changing focus “Focused vs. Variety ” Able to concentrate, thorough, purposeful, resists distractions Attentive yet able to concentrate, resists undue distractions, adaptable Easy to stimulate, responsive, attentive, adapts easily to variety, ready to start new things USUAL 0-39 40-60 61-99 Minimum unexpected change, protection from interruptions, ample time to consider change, completion Moderate amounts of change, the ability to control distractions and gauge variety Stimulating and frequent change in activities/tasks, variety, novelty, relief from routing, changing priorities NEEDS Resistance to abrupt change, inflexibility or difficulty concentrating Restlessness, lack of perspective, weakened concentration, impatience Resistance to change, inflexibility, frustration, over-concentration, rigidity STRESS Issues to Consider: Reaction, sense of urgency, response time, speed of execution, distraction management, follow-through, concentration, self-discipline
54. Freedom –independence of thought and behavior “Conventional vs. Independent” Consistent, conventional, cooperative, restrained, values rules/procedures Individualistic yet restrained, consistent but responsive, consistent yet distinctive Self-directed, spontaneous, inner sense of freedom, responsiveness, unconventional, self-initiated USUAL 0-39 40-60 61-99 Consistency, predictability, well-established rules and procedures, order, certainty Consistent yet original, orderly while somewhat ambiguous Encouragement and support for individuality, acceptance of non-conformity, freedom for original thought/behavior NEEDS Over-control, defensive thinking, conforming reasoning Unpredictability, too individualistic, lacking consistency, non-conforming, rebellious Over-control, defensive thinking, conforming reasoning, restrictive, constrained, inhibited STRESS Issues to Consider: Team conforming, cooperation, collaboration, willingness to take initiative, resistance in work/social situations, creativity, strategy
55. Thought –approach toward decision-making “Action vs. Reflection” Matter-of-fact, decisive, action-oriented, preference for action over caution Reflective yet decisive, thinking before acting, quick grasp of situations Thoughtful, reflective, concerned with future consequences, draws on experience, weighs both sides USUAL 0-39 40-60 61-99 Minimal ambiguity, freedom to take immediate action, limited verbal exchanges Freedom to take quick action as well as reflect appropriately Ample time to consider all angles and possibilities, time to hear opinions and discuss options/suggestions NEEDS Hastiness or over-cautiousness Over-cautious, over-processing, unnecessary worry, needless postponing, fear of mistake, decision evasion, unsure of self Impulsiveness, over-simplification, hastiness, overlooking details, frustrated by ambiguity STRESS Issues to Consider: Decision-making, supporting analysis, degree of comfort with risk, consistency in positions taken, patience with decision-making, bottlenecking, approvals
56. The 11 Birkman Behavioral Components Esteem – sensitivity in relating to individuals Acceptance – relating to people in groups Structure – systems and procedures Authority – directing and controlling Advantage – idealism vs. realism Activity – preferred pace for action Challenge – self-imposed demands for achievement Empathy– involvement of feelings Change – restlessness, preference for changing focus Freedom – independence of thought and behavior Thought– approach toward decision-making
57. 1. Collect data on leadership and self 2. Pause, Challenge, Choose 3. Continue, Start, Stop 4. Create Flawless Goals 5. Refine and Follow-Through…
