Leigh Durst - A BETTER WAY TO WORK - SXSW 2019
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Leigh Durst's presentation at SXSW 2019 highlighting her journey and her new book, "Walk, Climb, or Fly: Surviving and Thriving in the Workplace Wilderness"
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Leigh Durst - A BETTER WAY TO WORK - SXSW 2019
- 7. COMMUNICATIONS TEAM BUILDING LEADERSHIP STYLE PERSONALITY TYPEMANAGEMENT STYLE STRENGTHS TEMPERAMENT CONTRACT NEGOTIATION CONFLICT RESOLUTION PROJECT MANAGEMENT ACCOUNT MANAGEMENT THINKING STYLE EMOTIONAL INTELLIGENCE INTELLIGENCE LEARNING STYLE
- 14. !!!! ????
- 16. 1. Adam’s Equity Theory on Job Motivation 2. Belkin 3. Benzinger’s Personality Types and Thinking Styles 4. Birkman Method® 5. Cattell’s 16PF 6. Carl Jung Psychological Types 7. Charles Handy – Motivation Calculus 8. Clifton Strengths Finder 9. DiSC 10. Enneagram 11. Eysenck’s Four Temperaments 12. Erickson’s Psychosocial Theory of Human Charisma 13. Emotional Intelligence (EQ) 14. Firo-b® 15. The Five Love Languages 16. Four Temperaments/Four Humors 17. Gardiner’s Multiple Intelligences 18. Gary Smalley Personality Types Inventory 19. Graphology 20. Herzberg’s Motivational Theory 21. Johari Window Model 22. Katherine Benzinger’s Brain Type Theory 23. Kolb Learning Styles 24. Lumina Spark 25. Love & Spirituality in Management & Business 26. McGregor X-Y Theory 27. McLelland’s Achievement-Motivation Theory 28. Myers-Briggs MBTI® Model 29. Morphosychology 30. Multiple Intelligences 31. Nudge Theory 32. Ocean Big 5 factors 33. OPQ 34. PARIO 35. Personal Change Focus 36. PRISM Brain Mapping 37. Sally Hogshead Fascinate® Personality Archetypes 38. Tannenbaum & Schmidt Continuum 39. Translational Analysis –Early and Recent Theories 40. Tuckman’s Forming, Storming, Norming & Performing
- 22. GALLUP AUG 2018 JAPAN 94% // USA 66%
- 23. GALLUP 2018 23% REPORT ALL THE TIME // 44% SOMETIMES
- 24. GALLUP 2018
- 26. BUSY
- 27. U.S. BUREAU OF LABOR STATISTICS
- 30. DECLINING THRIVING SATISFIED GRATIFIED ENERGIZED REWARDED CHALLENGED PURPOSEFUL PEACEFUL JOYFUL BALANCED RESTED VICTORIOUS GROWING ALIVE PROSPERING ENGAGED OPTIMISTIC DISSATISFIED FRUSTRATED DEPLETED TAKEN FOR GRANTED BORED PURPOSELESS IRRITABLE ANGRY OVERWHELMED BURNED OUT VICTIMIZED STUCK STAGNANT FAILING DETACHED CONFUSED UNCERTAIN SATIATED UTILIZED COMPENSATED MAINTAINING PERSEVERING NONCHALANT ACCLIMATED JUGGLING PRESSING ON PLAYING THE GAME STRIVING SUBSISTING WORKING WAVERING DEDICATED SURVIVING
- 36. – Your perception of your job, work or career – View of yourself within a work context – How you like to get things done – How you leverage others to achieve objectives – What motivates and energizes you
- 38. – Everyone has a dominant style – People don’t typically shift from one style to another – No style is superior to another – All styles are essential to business! – Styles can be found at any rank, in any department – Natural compatibilities and conflicts exist between styles
- 39. PHYSIOLOGICAL SAFETY SOCIAL ESTEEM SELF-ACTUALIZATION A job that is challenging, meaningful, purposeful, the ability to problem—solve, make a difference, impact the world, reach potential and advance. A job that provides a sense of community or belonging, the feeling of being cared for and respected. A job that offers security, safe working conditions, benefits, the ability to save for the future Interesting job with sufficient title or authority, the provision of necessary resources, the feeling of being needed, useful and rewarded A job with sufficient pay, income to pay bills and buy food, a physical means to get to work
- 41. ____________ ____________ ☓ ____________ ☓ ____________ ____________ ____________ ____________ ____________ ____________ ____________ ☓ ____________ ____________ ____________ ☓ ____________ ☓ ____________ ☓ ____________ ____________ ____________ ☓ ____________ ☓ ____________ ____________ ____________ ☓ ____________ ☓ ____________ ____________ ☓ ____________ ☓ ____________ ☓ ____________ ☓ ____________ ☓ ____________ WALKER CLIMBER FLYER CLUSTERING
- 42. PROS • Typical characteristics • Innate capabilities • Potential “gifting” PITFALLS • Potential risk areas • Negative or limiting • Must be managed
- 44. • “THE REASON THINGS RUN” • JOB AS COMPONENT OF LARGER EXISTENCE • DEFINED & DEEP // CLEAR “LANE” OF EXPERTISE • OFTEN OVERSEES A CRITICAL, OPERATIONAL FUNCTIONS • ONE TO LONGER-TERM EMPLOYMENT • METHODICAL, LOGICAL CAREER PROGRESSION • VALUES ORDER, STABILITY, CONSISTENCY, PREDICTABILITY & BALANCE • SOCIAL NETWORKERS - FORM COMMUNITY & “THE GRAPEVINE” • PRPOSSESS A WEALTH OF OPERATIONAL KNOWLEDGE
- 45. • “THE DRIVER & KEEPER OF THE AGENDA” • JOB AS A STEPPING STONE TO SOMETHING BETTER • VALUES ADVANCEMENT, ACHIEVEMENT, POWER & INFLUENCE • EMPHASIS ON GOALS, OBJECTIVES, MILESTONES • EXCELS AT SIMPLIFICATION, PRIORITIZATION, DELEGATION, LEVERAGE • CONTROLLED DEMEANOR & RESERVED COMMUNICATOR • MASTERFULLY RESOURCEFUL - GREAT DELEGATOR • MANAGES UP WELL – SPEAKS LANGUAGE OF EXECUTIVE SUITE • STRATEGIC NETWORKER, PURSUASIVE & OFTEN POLITICALLY SAVVY
- 46. • “THE FUTURE BUILDER” • WORK CRITICALLY TIED TO MISSION, PURPOSE & CALLING • NO SEPARATION BETWEEN WORK AND PERSONAL LIFE • MULTIDISCIPLINARY SKILLS – CROSSING BOUNDARIES • EXCELS AT DEFINING UNIQUE, STRATEGIC DIRECTION TO EVOLVE ORG. • NATURAL CHANGE AGENT & CATALYST • VALUES FREEDOM, LATITUDE, EXPLORATION • ENERGIZED BY IDEATION, BRAINSTORMING, BUILDING, FLEXIBILITY • THRIVES IN ENVIRONMENTS WITH LESS STRUCTURE • OPEN, INCLUSIVE COMMUNICATION, COLLABORATOR
- 47. of Innovation, Collaboration & Community
- 50. ⁃ Combine with pitfalls ⁃ Compromise strengths ⁃ Make us stumble ⁃ Take us off course ⁃ Undermine teamwork & collaboration
- 51. PROS • Transformative Vision • Perspective • Breadth • Multidisciplinary • Execution PITFALLS • “Stirs Things Up” • Steps on Toes • Overwhelming • Threatening • Focus Challenges FLYER
- 53. EMOTIONAL TRIGGERS Arrogance Anger Bitterness Blame Confusion Contentiousness Critical Spirit Disrespect Ego/Pride Envy/Jealousy Fear Greed Ignorance Indifference Impatience Insecurity Laziness Negativity Resentment Selfishness Unforgiveness OUTCOMES Aggression Arguments Apathy Controlling Dishonesty/Lies Denial Exclusion Fights Gossip Miscommunication NegativeAssumption Outbursts Passive Behavior Lack of Cooperation Poor Listening Reactive Behavior Retribution Territorialism Withdrawal Withholding …and more
- 54. Dumped Upon Disregarded Resentful Distrusting Under-Valued Used Disrespected Ignored Cut-Off Sabotaged Undermined Overwhelmed Confused Threatened Undermined Insulted Closed Off Misunderstood Disrespected Discredited Ignored Blown Off Challenged Undermined Attacked Threatened Out-Done Discounted Ignored Mistreated Insulted Robbed
- 56. 1. RECOGNIZE, UNDERSTAND, EMBRACE AND RESPOND TO OPERATIONAL STYLES 2. ARREST YOUR HEADSPACE TO MINIMIZE PITFALLS AND WORK ADAPTIVELY WITH OTHERS. 3. COURSE-CORRECT AGAINST A PERSONALIZED, MEANINGFUL DEFINITION OF SUCCESS
- 58. - Increased empathy and understanding with others - Better alignment for the future (design, people, purpose) - Improved relationships, collaboration and outcomes - Maximized strength and greater control over pitfalls - Empowered journey with a destination defined by you
- 61. ABUSE DIS-EASE
Notas do Editor
- INTRODUCTION – THANKS -
- THIRD TIME SPEAKING AT SXSW BUT MY FIRST TIME SPEAKING ON THIS SUBJECT TOPIC OF MY NEW BOOK (TITLE)
- BEFORE STARTED // BACKGROUND // INTERSECTION PEOPLE TECH OVER 20 YRS LEADING EDGE OF DIGITAL & BUSINESS TRANSFORMATION WIDE ARRAY OF COMPANIES _ FROM Fortune 100 and 100 companies, startups, non-profits and more. ACROSS AND SECTORS from High Tech to Manufacturing, Healthcare to Retail, Finance to Consumer Packaged Goods. UXD ECOMMERCE PORTALS AND CONTENT CRM AND MARKETING OPTIMIZATION BUSINESS AND PRODUC STRATEGY BUSINESS PROCESS IMPROVEMENT OPERATIONAL TRANSFORMATION CENTERS OF EXCELLENCE AND MORE
- FIRST JOB WAS AMAZING … AS I BEGAN TO MOVE ON STRUGGLED A BIT BECAUSE I OFTEN HAD TROUBLE GETTING PEOLE AS EXCITED ABOUT CHANGE AND NEW WAYS OF WORKING AS I WAS. I ENCOUNTERED A LOT OF RESISTANCE… AND I DIDN’T UNDERSATND FULLY WHY I STRUGGLED SO FOR A FEW YEARS. NATURAL CHANGE ATENT – GOOD SIDE // BAD SIDE JOB WAS TO MAKE PEOPLE UNCOMFORTABLE SEE BEST AND WORST BEST WORST CA BECOMES TARGET
- FIRST JOB WAS AMAZING … AS I BEGAN TO MOVE ON STRUGGLED A BIT BECAUSE I OFTEN HAD TROUBLE GETTING PEOLE AS EXCITED ABOUT CHANGE AND NEW WAYS OF WORKING AS I WAS. I ENCOUNTERED A LOT OF RESISTANCE… AND I DIDN’T UNDERSATND FULLY WHY I STRUGGLED SO FOR A FEW YEARS. NATURAL CHANGE ATENT – GOOD SIDE // BAD SIDE JOB WAS TO MAKE PEOPLE UNCOMFORTABLE SEE BEST AND WORST BEST WORST CA BECOMES TARGET
- TO PREPARE ME THE COMPANIES I WORKED FOR SENT ME TO ALL KINDS OF TRAINING. SUPER USEFUL – LEARNED A LOT – ESPECIALLY ABOUT MYSELF AUDIENCE POLL….
- I wanted to be able to quickly assess another person
- Understand how they are basically wired to function
- Build a bridge of understanding between us
- To Common Ground for Collaboration
- And Establish Mutual Wins – so that everyone felt good about our exchange at the end.
- I also wanted to do this with my EMPLOYER and Managers. I often felt like a corporate Misfit. I was the “Maria Von Trapp” of Corporate America
- I didn’t fit in to the Abbey – on one side my managers were telling me to Climb Every Mountain. On the otherside there was a chorus of nuns asking how they should solve a problem like me. I thought differently, worked differently and had a broad array of interests and talents…
- MY SEARCH BEGAN FOR A BETTER WAY TO WORK IN THE EARLY 2000’S I found about 30 different personality, leadership and management “typing” methodololovies on the market
- Today there are more than 45. This was my list from a one hour scan – and I ran out of space. Varying levels of rigor…. Some academically and scientifically accepted – others not so much – yet that doesn’t seem to make a big difference in commercial acceptance. I want to be clear that my goal is not to debunk, critique or make an example of any of these – my goal in showing you this list is simple – It’s very complicated to even know where to start with this stuff. The sheer level of complexity –within these methodologies and across the spectrum illustrates something very important: PEOPLE WANT TO UNDERSTAND OTHERS – THEY ALSO WANT TO BE UNDERSTOOD So I wasn’t alone.
- ACONYM ONE HOUR CHECK – 43 LOVE LANGUAGE SPIRIT ANIMAL ARCHETYPE TEMPERAMENT LEARNING STYLE STRENGTHS COLOR AUDIENCE POLL…. FRIENDS/STARBUCKS, DISNEY PRINCESS – TACOS, DOWNTON ABBEY, BREAKING BAD, AVENGER (HUMAN NATURE) STUDY THE WORKPLACE AND PEOPLE IN IT – READICALLY DIFFERENT COMPANIES, MARKETS, INDUSTRIES, LEADERSHIP, GOALS – REMARKABLE PARALLELS IN HOW PEOPLE GOT THINGS DONE AND A PERSONAL THEORY BEGAN TO EMERGE. I BEGAN TO USE THIS TO PROCESS THE DIFERENT CLIENT ENVIRONMENTS I FACED…. JUST TRYING TO FIGURE OUT HIS THING CALLED WORK JUST TRYING TO BETTER FIND MY WAY
- If you like Buzzfeed, there are even more…
- In the search to understand and be understood at work can be a challenging one. TO MANY PEOPLE THE WORKPLACE CAN FEEL LIKE A WILDERNESS MANMADE – FOREIGN – OWN RULES, POLICIES, PROCESS, LEFT TO OURSELVES TO FIND OUR WAY WE SPEND YEARS PREPARING TO ENTER THE WORKFORCE – CRAMMING OUR HEADS WITH KNOWLEDGE VERY LITTLE TIME PREPARING FOR THE PROFESSIONAL JOURNEYS WE WILL FACE… That’s ironic isn’t it – we wouldn’t head out on the Algonkian trail unprepared for a two-week journey – and yet our career journey is decades long.
- WE ARE INSTEAD DROPPED IN 2017 JUMANJI STYLE FORCED TO FIGURE OUT THE GAME, THE RULES SHOWN OUR CUBICLE AND TOLD WE ARE LUCKY TO BE THERE GET BUSY WITH DEMANDS OF THE DAY SOME FIGURE IT OUT BETTER THAN OTHERS SOME FIND A GOOD MENTOR – MOST GO IT ALONE AND AS WE TAKE ON RESPONSIBILITIES, WE
- MANY OF US BECOME BUSY VERY QUICKLY AND END UP ON A FORM OF CAP CAN BE HEAVILY INFLUENCED BY THE WORKPLACE WE INHABIT – CORPORATE INTEREST – INDIVIDUAL SECOND LIKE A POORLY CONNECTED GPS – FIND URSELVES LOST IN THE WEEDS OFTEN FIND OURSELVES IN A DESTINATION – LIKE I DID – THINKING ‘HOW DID I GET HERE???” This is what happened to me. I had ALL I THOUGHT I NEEDED – NOTHING I WANTED – RETRENCH –REGROUP START MAKING SMALL COURSE CORRECTIONS Empowered and bolstered by every triumph to make change And this intensified my search for a better way to work,
- When I begin to research deeper, I found I wasn’t alone. Now, you don’t have to be burned out to find this interesting…
- IN 2018, GALLUP ANNUAL STATE OF THE GLOBAL WORKFORCE AN ASTOUNDING FIGURE CAME OUT OF THIS STUDY – THAT 85% OF GLOBAL WORKERS ARE DISENGAGED AT WORK. IN JAPAN IT’S AS HIGH AS 94% HIGHER IN DENMARK, SWEDEN US STARTED AROUND 71% AND HAS DROPPED – LOWER UNEMPLOYMENT / HONEYMOON EFFECT
- 67% of employees are dealing with burnout. 44% feel SOMETIMES burned out and 23% report feeling burned out all the time.
- 71% according to …
- BREAD & BENEFITS – the first reason people lead.. Looking for BETTER, an upgrade. Top reasons for leaving a job: insufficient pay (44%), limited career paths (43%), lack of challenging work (30%), work-life balance (28%), and lack of recognition (27%) (Randstad) A third of employees said their reason for leaving their job was a bad boss or manager (Ajilon) 10 YEAR MANAGER – 9 HOURS OF TRAINING 59% Managers who oversee one to two employees, have no training at all, 41% among managers who overs see 3-5 workers (West Monroe Partners) 42% of new managers admit they developed their style by observing and mimicking a previous manager rather than through any type formal training (West Monroe Partners) Only 26% of employees discuss their issues with their managers, and 25% turn to employer-provided services (WTW) BORED KORN FERRY 2018 FOUND THE TOP RESASON FOR DISENGAGE JOB SEARCH WAS BOREDOM OR LACK OF CHALLENGE BURIED –Working Families and Bright Horizons reporting that 72% of workers bring work home in the evenings and on weekends, and 34% of workers feel resentful toward their employer with regard to work/life balance. BULLIED -- Associated with feelings of harassment, ridicule, antagonism, mistreatment, coercion, disrespect or being pressured to perform or behave in a way that feels inappropriate. In 2018, Radius Global Market research announced the results of the first “Bullying in the Workplace” study, with key findings that nearly half of American workers, or 77 million workers, have been bulled at work. The 2017 study found that 81% of respondents had witnessed bullying in person and the most common form of mistreatment reported was being ridiculed or reprimanded in front of other staff (29%). The study found that nearly one quarter of respondents reported harassment based on looks or body type (23%), work attire (23%) pressure to take on a specific task (23%) or coercion to work extra hours (22%). One in five reported subtle or overt sexual harassment, and 44% of the problems remain either unaddressed or unresolved. BEEN LOOKIN’ FOR A JOB. Between the gig economy, company downsizing, and personal choice, you may be looking for something new. You may already be employed and seeking an different opportunity for a variety of reasons. You may have jumped the wagon in the search for something new. Or you may be unemployed or recently laid off, which can come with feelings of anxiety, depression or desperation. Gallup finds that 51% of todays workers are looking for a new job or watching openings. In comparison a study survey of 17,00 U.S. workers conducted by the non-profit group Mental Health America and the Fass Foundation revealed that 71% of surveyed U.S. workers are looking to change employers. BURNOUT - The World Health organization classifies burnout as a “state of vital exhaustion” and that results from chronic workplace stress. Burned out individuals typically feel exhausted, fatigued, depleted, mentally blocked, unfocused, irritable, detached, experiencing concentration difficulties and disrupted sleep. There are also strong correlations with health problems and/or physical illness, feelings that range from chest pain to flu-like symptoms. In truth, burnout is really one extreme the stress continuum, which starts with feeling perpetually stressed and overwhelmed. The Families and Work Institute released a national study in May 2018, reporting that more than half of US Employees feel overworked or overwhelmed at least some of the time, 28% often or very often felt overworked and 28% said they often or very often had no time to reflect on their work. BOTHERED There’s really not a better way to say it – if you feel restless, disquieted, suspicious that something is off or incomplete in your work, you are feeling bothered. There are many bothersome things in the workplace – some of them might also start with the letter “B”. You might feel like you have the wrong job fit, feel an unaddressed need or misalignment with the values or practices of your organization. You might also carry the nagging sense that perhaps you’re meant for something different, or long for a greater sense of purpose in your work. In 2018, Covestro reported that roughly 70% of executives surveyed have a strong, 5-year increase in the number of workers who want the opportunity for more social purpose in their work.
- The average person spends 1/3 of their life sleeping. The remaining 2/3 of your life are spent Working Eating Resting Handling household obligations Caring for family ”Other”
- Est. 40% of U.S. employees regularly work more than 50 hours per week 20% work more than 60 hours per week There are plenty of folks out there who might easily come close to hitting the 3,000-hour mark, and that might include you. THIS REALLY ONLY EXPLAINS PART OF THE STORY PEW research Late December Motley Fool article 1980 we worked 38.1 hours per week x 43 weeks per year 2015 We worked 38.7 hours per week x 47 weeks per year -- 173 hours more than we did before. Average worker is 500% more productive than in 1980 so someone is reaping the benefits of us and I’m not sure it’s us.
- SO SOMEONE IS BENEFITTING FROM ALL THIS EXTRA TIME AND EFFORT AND BASED ON THE STATS I’VE READ, IT MAY NOT BE US. HOW MUCH MORE OF A REASON DO WE NEED TO SWITCH OFF AUTO PILOT – AND TAKE THE HELM OF OUR PROFESSIONAL JOURNEY? IF YOU DON’T, YOU COULD EASILY END UP ON THE ROCKS!
- THIS BOOK ISN’T FOR PEOPLE IN CRISIS- THOUGH IT CAN HELP IT’S FOR ANYONE THAT STRUGGLES – MAIL TO BOARD – ENTREPRENEUR, DIRECT REPORT OR MANGER HOW DOES WORK MAKE YOU FEEL? It’s not hard to figure that out but here’s a really great way to quantify it – ADJECTIVE-BASED Assessment (user research & consulting) BRAINSTORM STRATIFY PRIORITIZE
- GOING BACK TO MY OWN STORY – HAD MADE SOME CHANGES – AUTOILOT WAS OFF HAD BEEN STUDYING WORKPLACE DYNAMICS AND FOUND MYSELF ON A VERY DIFFICULT PROJECT WITH AN ENGAGEMENT LEAD WITH WHOM I CLASHED. ABOUT 25 PEOPLE - IMMATURE, OVER HIS HEAD, ROSE TOO QUICKLY, NON-INCLUSIVE, DEEPLY INSECURE, BURNING OUT TEAM ICE BUCKET CHALLENGE – BRACING – WORKING NIGHTS AND WEEKENDS FOR MONTHS I FELT PROTECTIVE OF TEAM – SET MEETING TO CLEAR THE AIR POSITIVE – SUGGESTION – SHUT DOWN…. MANAGEMENT RED-FACED, EXPLETIVE LACED DIATRIBE CALMLY, CUTTINGLY TOLD TRUTH – HIM, MATURITY, INSECURITY, MANAGEMENT ABILITIES, COMMUNICATION, ETC. LEFT – INDIGNANT, ENRAGED. HATED HIM. HOTEL HEADACHE – RIGHT 95% RIGHT 5% PROBLEM DOG POOP BROWNIE – WHETHER I LEFT OR STAYED – I HAD TO OWN 100% OF MY RESPONSIBILITY APOLOGY REALIZATION
- THE DINER – COLLAGUE APALLED AT MY APOLOGY APOLOGIZED NOT FOR TRUTH - BUT FOR THE ROLE I PLAYED SKETCHED OUT WHAT BECAME THE FOUNDATION FOR OPERATIONAL STYLES THEORY ON A NAPKIN.
- It’s not hard to figure that out but here’s a really great way to quantify it – ADJECTIVE-BASED Assessment (user research & consulting) BRAINSTORM STRATIFY PRIORITIZE
- It’s not hard to figure that out but here’s a really great way to quantify it – ADJECTIVE-BASED Assessment (user research & consulting) BRAINSTORM STRATIFY PRIORITIZE
- It’s not hard to figure that out but here’s a really great way to quantify it – ADJECTIVE-BASED Assessment (user research & consulting) BRAINSTORM STRATIFY PRIORITIZE
- EASY
- To align to a style, it’s not necessary for all the prospective traits to apply to you. In the book, and soon on the website, we will offer a self assessment that you can take to identify the style you’re most likely to align to, but because there’s a lot of dimension in operational styles, we encourage people to read the chapters on each style to formally align to a style. As you compare yourself to the different style traits – keep in mind that it’s possible to embody a few traits that align to other styles. What you want to look for are positive and negative clustering. This is important because many factors can bias a self quiz – like answering in ways that align to how you want to be perceived, vs. how you really are. Further, your age, stage of career, level of burnout and other factors can influence your scores. For example, entrepreneurs or people who work in a highly independent manner, might skew FLYER. The self-assessment is really just a first glance at what you might be. The book is really about how to identify operational styles – and not just for yourself but especially of the people you work with. The charts and chapters in the book can help you authentically align to an operational style.
- POTENTIALLY DISTINGUISHING TRAITS TYPICALLY EMBODIED WITHIN EACH STYLE PITFALLS – TRICKIER ASPECTS OF THE STYLE
- It’s not hard to figure that out but here’s a really great way to quantify it – ADJECTIVE-BASED Assessment (user research & consulting) BRAINSTORM STRATIFY PRIORITIZE
- When things are working well, a positive cycle occurs that is almost magical. It results in flow, the healthy sharing of work and responsibility and much more. When style dynamics go well, people are left feeling good about each other and the work they do. People find themselves at their very best, doing the things they do best, and the things that motivate and inspire them.
- TWO TYPES – SITUATIONAL & EMOTIONAL
- We apply our unique abilities we can collaborate better and drive better outcomes. But as we journey forward together we must manage our pitfalls. Here is a highly summarized example of a few, highly summarized FLYER traits. I’ll use myself as an example, because I am a flyer… DESCRIBE Pros are the more positive attributes of any given style. Pitfalls are not necessarily negative, but when combined with the right context – situational, emotional, positional – they could become problematic. What determines whether one of our traits becomes positive or negative is the trigger, and how we choose to respond.
- TWO TYPES – SITUATIONAL & EMOTIONAL
- This extinguishes the fire of collaboration and results in dysfunctional working environment, with undermined trust
- YOUR DEFINITION OF SUCCESS IS LIKE A COMPASS – POINTING YOU TO YOUR PROFESSIONAL HORIZON. BUT IS YOUR COMPASS POINTING AT “TRUE NORTH? AND OUR DEFINITIONS OF SUCCESS SERVE AS THE ”TRUE NORTH” ON THE COMPASS BY WHICH WE NAVIGATE OUR PROFESSIONAL LIVES.
- WORK TO DESIGN DIRECTION TO DESTINY UNDERSTANDING – COMMON GROUND – MUTUAL WINS JOY IN THE JOURNEY