Tag Archive: Behaviours

  1. Does your organisation value trust?

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    Does your organisation value trust?

    In my work as a leadership facilitator, I often work with organisations who include ‘Trust’ or ‘Trustworthiness’ in their company values.  This is a worthy value indeed and is often described in terms of accountability, responsibility for outcomes, transparency and supportiveness – again all very virtuous.  So why is it that when I ask groups of employees about their company values, they can only just about remember them and find it difficult to describe them in meaningful terms?  Of course, the first reason is sometimes obvious – they have been imposed on them from above and employees have not been given the opportunity to engage with the values and work out what they mean in terms of behaviour.  In which case they remain just words that appear on the walls of the organisation or on the website but not in the hearts of the employees.

    But let’s take a deeper look –         

    In reality, as an employee, you are asking me to trust my fellow employees to complete projects and tasks that are going to keep both internal and external customers happy.  Seems simple enough?  So, what gets in the way? Perhaps a delve into unconscious behavioural preferences might give us some answers.  The following continuums of preference will help us gain some insights.

    Specifics – Big picture

    People who prefer to work in the detail of a project are unlikely to trust the person with a big picture perspective to ‘do the job as well as I can’.  The big picture perception is that ‘this person will never get it done because he/she is so bogged down in the detail so I can’t trust them to get it done within the deadline’.

    Internal Reference – External Reference

    Internally referenced people don’t need others to tell them the way things are going or whether something is going to work – they simply ‘know’.  They are not always right of course but that’s ‘just the way it is’.  Externally referenced people measure their success externally i.e. someone else’s validation or a measure such as a degree, medal or certificate.  Internally referenced people see this as ‘flakey’ as externally referenced people often ask for feedback.  So, trust flies out the window here too.     Externally referenced people can view the internally referenced guy/gal as arrogant and ‘can’t be told’ so is obviously untrustworthy.

    Procedures – Options

    Procedural people get things done by following a procedure which has either been tried before or has been clearly laid out for them.  Options people review different choices and will often rewrite new procedures, much to the annoyance of the procedurals.  Definitely can’t be trusted because they change their minds!  Procedurals on the other hand, from the perspective of the person who prefers choice,  can’t be trusted to get creative and come up with new ideas and innovations!

    Considerers – Doers

    Considerers like to take their time to consider every aspect of a project before setting off.  ‘Oh we’ll never get this off the ground’ shout the doers. ‘If we want it done by the deadline considerers can’t be trusted!’  ‘Woha – hold back’ shout the considerers to the doers.  ‘We need to think this through – if you are just going to take off, we will make mistakes and get it wrong’.  Definitely can’t be trusted.   

    And of course, there are many more unconscious patterns that make us either unconsciously trust or mistrust people.  These are extreme examples but nonetheless common in organisations and at grass roots level are far more dominant than the values passed down from above.  So now we have conflict and are in need of an answer.

    The answer is simple – recognition and acceptance.  Recognising these patterns and valuing them all is paramount to success. Put a detail and global person together and they will come up with an excellent answer. A procedural person will put an options idea into practice and follow it through beautifully.  But trust will only come about through awareness of and capitalisation on, behavioural preference!

     

    If you would like to know more about behavioural preferences and how they affect our results please call Pat on 07768 92224 or email [email protected]

     

    Pat Hutchinson is the co-author of Brilliant NLP, the Brilliant NLP Workbook and How to be Confident with NLP.  She is also the author of How to Sell with NLP all published by Pearson Education.  She has been working with leaders using NLP for 21 years.  For more information about Pat please see her Linked In profile

    Happy Trusting!

  2. PARADOX SERIES: OPINIONS

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    Lack of balance in our opinions can make it difficult to make decisions or pull a consistent and successful strategy together. It’s crucial that we gather and consider the thoughts, experience and opinions of others to supplement and contribute to our own knowledge and experience.
    If we are too uncertain and inconclusive, we will spend our time going round in circles – we need to be able to put a stake in the ground to progress actions and plans. However, too much certainty in our own opinions can move into dogmatism which can stifle contribution, collaboration and innovation.

    The paradox of OPINIONS – what it can look like when the balance between CERTAIN and OPEN/ REFLECTIVE is off-kilter, and what it can look like when balance is achieved.

    Leaders need to be able to balance these two seemingly opposite traits – one dynamic and one gentle – to achieve optimal behavioural performance and balanced versatility.

    Harrison Paradox Technology is embraced by organizations world-wide as the best means to determine leadership capability and job performance by providing a reliable map of the paradoxical balances that make or break leaders.

    Find out more or contact us at [email protected] or on 07768 922244

  3. We get knocked down… But we get up again – the England edition

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    These insightful Tubthumping lyrics will have been heard a fair few times over recent weeks and years as we saw the England team move closer to a European trophy than we’ve seen in over 50 years. And granted, this song is more about the singers bragging about their drinking prowess than leadership success, but the sentiment still rings true…

    It’s not necessarily the leader or the team who never fail that are the most successful, but those who fail, learn, and come back again and incorporate those learnings that can reap even greater benefits than ever. As Nelson Mandela says,

    The greatest glory in living lies not in never falling, but in rising every time we fall.

    One of the most important qualities of a leader is resilience. Developing resilience, combined with perseverance, will help us and our teams not only to succeed in the good times, but to learn, grow and succeed through the crises, set-backs and ever-changing landscape we navigate.

    Resilience and Perseverance – what is it?

    Someone who demonstrates resilience and perseverance is someone who persists in the face of adversity, obstacles or setbacks including effectively managing a crisis and quickly adapting to change. There are a number of supporting behavioural traits, preferences and motivations identified and benchmarked which we can consider as essential in contributing to this:

    Essential Traits

    • Authoritative: The desire for decision-making authority and the willingness to accept decision-making responsibility.
    • Optimistic: The tendency to believe the future will be positive.
    • Persistent: The tendency to be tenacious despite encountering significant obstacles.
    • Pressure Tolerance: The level of comfort related to working under deadlines and busy
    • Self-Improvement: The tendency to attempt to develop or better oneself.
    • Stress Management: The tendency to be relaxed and manage stress well when it occurs.
    • Wants Challenge: The willingness to attempt difficult tasks or goals.

    Desirable Traits

    Other traits that could be considered helpful though perhaps not as essential in building resilience include; analytical, collaborative, frank, influencing, relaxed, truth exploring, assertive, flexible and open/ reflective.

    Traits to avoid

    As with the philosophy of Ying / Yang – in that most things tend to work best when in balance – there are also a number of behavioural traits which need to be avoided that could seriously hinder developing and demonstrating resilience and perseverance such as:

    • Defers decisions
    • Inconclusive
    • Skeptical
    • Unresourceful
    • Avoids decisions
    • Blindly optimistic
    • Defensive
    • Rebellious autonomy
    • Avoids communication
    • Dogmatic

    3 reasons resilience and perseverance are important for a leader

    The world of work is filled with challenges and what currently feels like a constant need to be adapting to operational challenges, financial challenges and cultural challenges.

    1 – As a leader, it’s our responsibility to lead through the good and bad. Our team needs to know that, whatever else is going on, we are there to support them and to help them learn and grow from the challenges they face too.

    2 – Times of challenge can also be viewed as times of opportunity. Adapting to situations will require creative thinking and problem-solving. Facing and dealing with a crisis can offer a chance to show compassion and integrity. Getting through a struggle can give us a chance to develop and expand our leadership skill set and also to be a good role model for those around us.

    3 – Facing difficulties and helping our teams to develop and grow not just in spite of, but because of those difficulties will help to strengthen our relationships with our teams, and help to build engagement and trust.

     

    Throughout the Euro 2020 campaign Southgate demonstrated excellent leadership qualities, generating respect and admiration across the board. Southgate’s comments on last night’s loss epitomise these qualities:

    It’s down to me… Nobody is on their own. That’s my call and it totally rests on me… We win and lose together.

    Now he, captain Harry Kane and the team will be adding resilience and perseverance to the mix, ready to accept the disappointment of their loss, take pride in what they have achieved together, learn lessons from every match played and every shot taken and move forwards with their eyes firmly set on next year’s World Cup.

    As Harry Kane has said:

    We will look back and look at things we could have done better. That is what we have to learn from … that’s football and we have to get over it and move on. We have to build belief from this, we have a great young squad. We have to dust ourselves down, hold our heads high and get ready for that tournament.

    It’s often said that we don’t know what we are capable of until we have to dig deep, pick ourselves up and overcome a set-back, and that we often surprise ourselves with what we can handle.

    By objectively measuring our resilience and perseverance, we can explore our strengths and identify and consciously work on the areas that can help us improve it, so  it will no longer come as a surprise that we can get through the challenges we face and come out the other side even stronger.

    Well done to the England Team and see you at the World Cup next year… we’ll be cheering for you.

     


     

     

    The traits, preferences and motivations listed above have been identified and benchmarked by Dr Dan Harrison and the Harrison Assessment. Resilience and Perseverance is one of the 10 Harrison Assessment Leadership Behavioural Competencies. This framework measures people’s individual skills and areas for development against 10 essential Leadership Competencies in an objective way.

    Each competency is made up of a series of essential traits, desirable traits and traits to avoid. Development candidates complete a short, online SmartQuestionnaireTM. Responses are then mapped against each of the Harrison Leadership Competencies which can then highlight areas of strength and areas for development both for an individual and for a team.

    You can download a sample Behavioural Competency report here.

    If you would like to find out more about the Harrison Leadership Behavioural Competencies, other pre-defined competencies, or indeed about creating a bespoke competency, please call us on 07768 922244, email [email protected] or leave us your details and we will contact you.

     

     

  4. PARADOX SERIES: POWER

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    As a leader, how do you balance asserting your own needs and wants with helping your team achieve their objectives?

    The paradox of POWER – what it can look like when the balance between ASSERTIVENESS and HELPFULNESS is off-kilter, and what it can look like when balance is achieved.

    Leaders need to be able to balance these two seemingly opposite traits – one dynamic and one gentle – to achieve optimal behavioural performance and balanced versatility.

    Harrison Paradox Technology is embraced by organizations world-wide as the best means to determine leadership capability and job performance by providing a reliable map of the paradoxical balances that make or break leaders.

    Find out more or contact us at [email protected] or on 07768 922244

  5. We get knocked down… But we get up again

    Facebooktwitterredditpinterestlinkedinmail

    These insightful Tubthumping lyrics will have been heard a fair few times over recent weeks and years as we have seen the England team move closer to a European trophy than we’ve seen in over 50 years (fingers crossed – touch wood!). And granted, this song is more about the singers bragging about their drinking prowess than leadership success, but the sentiment still rings true…

    It’s not necessarily the leader or the team who never fail that are the most successful, but those who fail, learn, and come back again and incorporate those learnings that can reap even greater benefits than ever. As Nelson Mandela says,

    The greatest glory in living lies not in never falling, but in rising every time we fall.

    One of the most important qualities of a leader is resilience. Developing resilience, combined with perseverance, will help us and our teams not only to succeed in the good times, but to learn, grow and succeed through the crises, set-backs and ever-changing landscape we navigate.

    Resilience and Perseverance – what is it?

    Someone who demonstrates resilience and perseverance is someone who persists in the face of adversity, obstacles or setbacks including effectively managing a crisis and quickly adapting to change. There are a number of supporting behavioural traits, preferences and motivations identified and benchmarked which we can consider as essential in contributing to this:

    Essential Traits

    • Authoritative: The desire for decision-making authority and the willingness to accept decision-making responsibility.
    • Optimistic: The tendency to believe the future will be positive.
    • Persistent: The tendency to be tenacious despite encountering significant obstacles.
    • Pressure Tolerance: The level of comfort related to working under deadlines and busy
    • Self-Improvement: The tendency to attempt to develop or better oneself.
    • Stress Management: The tendency to be relaxed and manage stress well when it occurs.
    • Wants Challenge: The willingness to attempt difficult tasks or goals.

    Desirable Traits

    Other traits that could be considered helpful though perhaps not as essential in building resilience include; analytical, collaborative, frank, influencing, relaxed, truth exploring, assertive, flexible and open/ reflective.

    Traits to avoid

    As with the philosophy of Ying / Yang – in that most things tend to work best when in balance – there are also a number of behavioural traits which need to be avoided that could seriously hinder developing and demonstrating resilience and perseverance such as:

    • Defers decisions
    • Inconclusive
    • Skeptical
    • Unresourceful
    • Avoids decisions
    • Blindly optimistic
    • Defensive
    • Rebellious autonomy
    • Avoids communication
    • Dogmatic

    3 reasons resilience and perseverance are important for a leader

    The world of work is filled with challenges and what currently feels like a constant need to be adapting to operational challenges, financial challenges and cultural challenges.

    1 – As a leader, it’s our responsibility to lead through the good and bad. Our team needs to know that, whatever else is going on, we are there to support them and to help them learn and grow from the challenges they face too.

    2 – Times of challenge can also be viewed as times of opportunity. Adapting to situations will require creative thinking and problem-solving. Facing and dealing with a crisis can offer a chance to show compassion and integrity. Getting through a struggle can give us a chance to develop and expand our leadership skill set and also to be a good role model for those around us.

    3 – Facing difficulties and helping our teams to develop and grow not just in spite of, but because of those difficulties will help to strengthen our relationships with our teams, and help to build engagement and trust.

    It’s often said that we don’t know what we are capable of until we have to dig deep, pick ourselves up and overcome a set-back, and that we often surprise ourselves with what we can handle.

    By objectively measuring our resilience and perseverance, we can explore our strengths and identify and consciously work on the areas that can help us improve it, so  it will no longer come as a surprise that we can get through the challenges we face and come out the other side even stronger.

     


     

     

    The traits, preferences and motivations listed above have been identified and benchmarked by Dr Dan Harrison and the Harrison Assessment. Resilience and Perseverance is one of the 10 Harrison Assessment Leadership Behavioural Competencies. This framework measures people’s individual skills and areas for development against 10 essential Leadership Competencies in an objective way.

    Each competency is made up of a series of essential traits, desirable traits and traits to avoid. Development candidates complete a short, online SmartQuestionnaireTM. Responses are then mapped against each of the Harrison Leadership Competencies which can then highlight areas of strength and areas for development both for an individual and for a team.

    You can download a sample Behavioural Competency report here.

    If you would like to find out more about the Harrison Leadership Behavioural Competencies, other pre-defined competencies, or indeed about creating a bespoke competency, please call us on 07768 922244, email [email protected] or leave us your details and we will contact you.