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Do you work with folks who suffer from something shiny syndrome? Or do some of them have a really, really LEFT brain and don’t like the lack of specificity in the label “really”? Maybe you work with people who will get things on the list done, not because they are important, but simply because they’re on the list. Who am I kidding, maybe you ARE one of those folks as this is who is most often promoted in a Corporate culture. However, if none of these apply to you, maybe you are or work with those loyal, friendly, would jump in front of a bullet for you people? You work with them all, don’t you?
In fact, you ARE ALL of those personality preferences. Yes, you have ALL four of the standard Jungian personality preferences floating around in your head. We refer to them as Commander, Organizer, Relater and Entertainer when working with clients and using the CORE(R) Profile. The key is to be aware of them, see how much you use each one, and figure out what preferences those you lead are using on a daily basis. With a little awareness and a few insights, you can dramatically improve the communication in your office and signifcantly reduce the back biting and carrying on and gossip that rises high in times of stress.
Got any stress in your office these days? Maybe it’s time to invest a bit in learning about you and those you lead. If you do, you will discover the real reason that that employee can’t stay focused. It’s not that they’re not listening its that they have too many ideas in their head and every five minutes the smallest distraction… SQUIRREL! … knocks them off track, followed by the 7 or so minutes it takes to regain momentum once they’re interupted. Oy! To keep from being frustrated by the differences, these are the three things you want to learn about YOU first, and then about THEM.
1. Learn How They See Themselves
If you can help someone determine how they see themselves, they will then have a more clear picture of why they do what they do and react the way they react. What do you think might be more effective and motivating: someone finding out for themselves why they do something or you telling them why YOU think they do certain things? I’m voting for the first option.
2. Learn How They Actually Behave
There is a vast amount of difference in how someone sees themselves and how they actually behave. For most, it is called conditioned behaviors, particularly if one’s perception of themselves is almost the opposite or different than how they are seen to behave. Conditioned behaviors create unhappy employees and stressed employees who go home and kick the cat or stay and yell at the customer. If you could do one thing to relieve long term stress at the office, it’s not going to be giving a pay raise, but more so the understanding of why someone operates the way they do. If they know WHY they do what they do, then THEY can control it with less coaching, a better attitude, and less money needed to motivate change. Hmmm…
3. Examine How They Handle Stress on an Average Day
We’ve all developed a reasonable way of coping with stress. At least I assume so or we’d all be postal. 🙂 However, the final graph of the CORE Profile literally shows what behaviors and in what order they are used on an average day with increasing amounts of stress throughout the day. It shows when someone shifts from kind leader to napoleonic dictator and from fun-loving good sport to drama queen. It also shows when someone “loses it” and what triggers that and is the very graph that every time I facilitate a profile, gets me accused of having installed cameras in the office. Figure out how they handle stress and you can share action items for improvement. Figure out how they behave and why and they will then WANT to know what those action steps are. Doesn’t coaching go MUCH better when the person you are coaching WANTS the information you promise to share?
Lead, Follow, or Squirrel is an idea that is about more than just minor distractions, it’s hits home to the core of what you do every day as a leader. You lead people who look to you for guidance, direction, motivation, inspiration, and development. If you’re going to lead them well and operate as an effective Contagious Leader, then you must meet them where they are and communicate with them in a way that they understand, as well as help them give themselves permission to be who they are… even those that are temporarily distracted SQUIRREL!… by shiny things.
