Flawless Leaders.Birk


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Flawless Leaders.Birk

  1. 1.
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  3. 3. The Birkman Method serves as:<br />An assessment tool that measures motivation and outward behavior<br />Non-judgmental profile of interests, behaviors, motivational needs, and reactions under stress<br />Predictive summary of how individuals and work-units approach communication, conflict, and decision-making<br />Your targeted objective is to identify your “effective or productive” behaviors, your needs or motivations, and your unproductive behaviors<br />Leadership effectiveness is rooted in FLEXIBILITY – your path lies in “RANGE” NOT “CHANGE”. <br />
  4. 4. Architect of the Birkman Method<br />Developed in 1952 by Dr. Roger Birkman<br />WWII fighter pilot who observed that individuals experiencing similar situations have different perceptions <br />Continued his research after the War as an Industrial Psychologist<br />Pioneered use of computer methods to identify differences within self and between others<br />
  5. 5. Background<br />Birkman taken by over 2 million people<br />Used by more than 75% of Fortune 500<br />Comparative business/industrial database of leaders from various countries around the world<br />Validated by the US National Science Foundation<br />Valid across corporate functions and cultures<br />Measures self + social perceptions + motivations<br />Creates common language about leadership and communication styles<br />
  6. 6. 2 Basic Premises<br />1. There is no such thing as normal behavior<br />2. There is no logical connection between the way we act and the way we need or want to be treated<br />Platinum Rule: “do unto others as …”<br />
  7. 7. If <br />Met<br />If Not<br />Met<br />STRESS<br />How Birkman uses these premises:Behavioral Relationships<br />USUAL<br /><ul><li>Observable
  8. 8. Learned
  9. 9. Effective and productive</li></ul>NEEDS<br /><ul><li>Underlying or hidden expectations and motivations
  10. 10. Difficult to change – core strengths
  11. 11. Counter productive, frustrated, reactive behavior
  12. 12. Least effective, least economic behavior</li></ul>INTERESTS<br /><ul><li>The way you like to get</li></ul>work done<br /><ul><li>Motivates you to have your</li></ul>needs met<br />
  13. 13. Why does it work?<br />The intensity is measured numerically using two 1-99 scales<br />1 for usual behavior<br />1 for needs and stress<br />1<br />40<br />60<br />99<br />Intense<br />Intense<br />1-39 Low<br />40-60 Mid<br />61-99 High<br />
  14. 14. The Birkman dimensions to Performance:<br /> ORGANIZATIONAL FOCUS<br /> USUAL BEHAVIOR<br /> STRESS BEHAVIOR<br /> MOTIVATIONAL NEEDS<br /> INTERESTS<br />
  15. 15. Organizational Focus(Foundation ColorsSM) A persons … - natural approach to work - natural approach to problem solving - means of engaging and influencing others - dominant perceptual filter or viewpointThe Foundation Colors are designed to be <br /><ul><li>Design/Strategy
  16. 16. Sales/Marketing
  17. 17. Operations/Technology
  18. 18. Administration/Fiscal</li></li></ul><li>Leadership Style Grid<br />Direct<br />IMPLEMENTER<br /><ul><li>Action-oriented
  19. 19. Energetic
  20. 20. Logical
  21. 21. Friendly</li></ul> COMMUNICATOR<br /><ul><li> Competitive
  22. 22. Assertive
  23. 23. Flexible
  24. 24. Enthusiastic</li></ul>Task<br />People<br /> ADMINISTRATOR<br /><ul><li> Orderly
  25. 25. Concentrative
  26. 26. Cautious
  27. 27. Insistent</li></ul>PLANNER<br /><ul><li> Future-oriented
  28. 28. Creative
  29. 29. Reflective
  30. 30. Insightful</li></ul>Indirect<br />
  31. 31. Usual Behavior<br />A person’s External PRODUCTIVE Behavior<br />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.<br />
  32. 32. Motivational Needs<br />A person’s Internal HARDWIRED Needs<br />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. <br />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.<br />
  33. 33. Stress Behavior <br />A person’s External UNPRODUCTIVE Behavior<br />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.<br />
  34. 34. A person’s Occupational and Recreational Interests: In Birkman terms we call theseInterestsand are defined as what a person likes to do and where they prefer to direct their energies.<br />Interests<br /><ul><li>Numerical – Analytical, practical, computational
  35. 35. Outdoor – Garden, natural environment, rural, sports
  36. 36. Persuasive – Sales, negotiation, influencing, debating
  37. 37. Scientific–Investigation,research, methods & connections
  38. 38. Social Service – Community involvement, services that help
  39. 39. Artistic - Creative, artistic expression
  40. 40. Clerical - Administrative, data processing, numerical, personnel
  41. 41. Literary - Language skills, writing, abstract ideas
  42. 42. Mechanical – Technical (low and high tech), hands-on tools
  43. 43. Musical – Participation or appreciation of musical arts</li></ul>Over 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. <br />
  44. 44. The 11 Birkman Behavioral Components<br />Esteem – sensitivity in relating to individuals<br />Acceptance – relating to people in groups<br />Structure – systems and procedures<br />Authority – directing and controlling<br />Advantage – idealism vs. realism<br />Activity – preferred pace for action<br />Challenge – self-imposed demands for achievement<br />Empathy– involvement of feelings<br />Change – restlessness, preference for changing focus<br />Freedom – independence of thought and behavior<br />Thought– approach toward decision-making<br />
  45. 45. Esteem –sensitivity in relating to individuals<br /> “Issue vs. Person”<br />Direct, straightforward, unevasive, matter-of-fact, candid <br />Open and sensitive, deliberate yet respectful, moderate with others<br />Serious, earnest, appreciative, insightful, supportive, sense of purpose<br />USUAL<br />0-39<br />40-60<br />61-99<br />Factual, reason/logic-oriented relationships, directness, sentiment-free candor<br />Moderate sensitivity balanced with appropriate frankness and openness<br />Genuine respect and appreciation from others, ample time to explain/justify points, tact, diplomacy<br />NEEDS<br />Sensitivity to criticism or surprisingly impersonal to others<br />Undue sensitivity, reduced self-confidence, shyness, hurt feelings, defensiveness <br />Overlooking others’ needs, underestimating sensitivity needed by others’, lack of tactfulness, detachment <br />STRESS<br />Issues to Consider: Managing performance problems and reviews, appropriate use of candor, awareness of others’ feelings and special needs, sensitive or difficult business issues<br />
  46. 46. Acceptance –accessibility; relating to people in groups<br />“Alone vs. Group”<br />Able to be and work alone, withstands group pressure, independently reasons <br />Balance of social and private activities, social and attentive, communicative<br />Highly communicative, sociable, at ease in groups, pleasant and outgoing<br />USUAL<br />0-39<br />40-60<br />61-99<br />Freedom from constant social demands, time for quiet reflection, the company of a few close friends<br />Balanced social and private activities and demands<br />Group activities, support and acceptance by others, a significant number of casual relationships <br />NEEDS<br />Either quiet withdrawal and ignoring groups or an over-eagerness to please the group <br />Social anxiety, seeking group approval/popularity, avoiding close personal ties<br />Impatience, withdrawal, ignoring others, anti-social, overly critical of groups<br />STRESS<br />Issues to Consider: Social enthusiasm, participation in meetings, conflict and debate, open lines of communication, comfort in interacting within groups, spontaneous expression <br />
  47. 47. Structure –approach toward details, plans, systems and procedures<br />“Flexibility vs. Structure”<br />Acts on own initiative, enjoys real-time planning, flexible, readily accepting<br />Balanced structure and flexibility, concerned with essentials<br />Concerned with detail, logical thought processes, completion-oriented, systematic<br />USUAL<br />0-39<br />40-60<br />61-99<br />Freedom from close control, minimal routine, variety, frequent change, sense of adventure<br />A balance of reasonable predictability and opportunities to move ahead on own initiative<br />Stable, orderly, predictable, systematic environment; an organized and structured framework; clarity<br />NEEDS<br />Either over-controlling details or over-looking routine matters<br />Rigidity, over-controlling, excessive attention to detail, resisting unexpected change<br />Neglecting systems, order, plans; disregarding details; resisting routine<br />STRESS<br />Issues to Consider: Managing meetings effectively, clarity of delegation, project management, time management, sustaining systems and procedures, organizational change <br />
  48. 48. Authority –directing and controlling, verbal dominance<br />“Suggest vs. Tell”<br />Pleasant, agreeable, self-directive, suggestive, democratic<br />Balances discussion with assertion, authoritative yet pleasant, self-directive<br />Self-assertive, seeks to influence and excel, enjoys directing others, competitive <br />USUAL<br />0-39<br />40-60<br />61-99<br />Peaceful environment, free from open disagreements and confrontations, agreeable and pleasant relationships<br />Clearly defined authority, enabling balanced amiable and assertive relationships<br />Authority figures that are strong and enforce boundaries, opportunities to discuss and debate<br />NEEDS<br />Either withholding viewpoints and opinions or voicing them too freely<br />Demanding forceful direction, argumentative or provocative statements, domineering bossiness <br />Resisting direction, difficulty speaking up, avoiding open disagreement, concealing authentic reactions<br />STRESS<br />Issues to Consider: Collaboration, cooperation, conflict management, use of authority, listening skills, openness to others’ ideas and dissent, quality of delegation and direction<br />
  49. 49. Advantage –approaches toward incentives and trust<br />“We vs. Me”<br />Trustful, cooperative, well-meaning, idealistic, others-minded<br />Careful while trustful, competitive while resourceful, balanced idealism and realism<br />Competitive, resourceful, opportunistic, high regard for winning, respect for the individual<br />USUAL<br />0-39<br />40-60<br />61-99<br />Team-oriented cooperative approach, atmosphere of mutual trust and loyalty<br />A balance of opportunities to serve and help others as well as opportunities to compete and win<br />Recognition of achievements, a sense of competitive advantage, reasonable, practical, opportunity to win<br />NEEDS<br />Becoming self-protective, either too idealistic or too opportunistic <br />Overemphasizing quick success, too opportunistic or self-promotional, self-protective, over-competitive<br />Gullibility, too idealistic, too impractical, protecting unrealistic ideals<br />STRESS<br />Issues to Consider: Risk-taking, security and stability issues, winning, materialism, intangible rewards, bargaining, negotiating, meeting efficiency <br />
  50. 50. Activity –preferred pace for action<br />“Mental expression vs. Physical expression”<br />Reflective, receptive, thoughtful, idea-minded, efficient with energies/efforts<br />Active yet thoughtful, balanced vigor and reflection<br />Vigorous, persuasive, enthusiastic, energetic, operates on high energy levels for prolonged time periods<br />USUAL<br />0-39<br />40-60<br />61-99<br />Idea stimulation, reflective thought, freedom to set own pace, time for ample renewal <br />Environments that allow balanced thoughtfulness with action-orientation <br />Outlets for activity and energy release, a busy schedule, situations that require action<br />NEEDS<br />Restlessness, boredom, fatigue<br />Restless tension, impatience, edginess, inefficient actions, frenetic motion<br />Low energy reserves, delaying action, avoiding accountability, tedium, discouragement, disengaged <br />STRESS<br />Issues to Consider: Urgency in decision making, balance between action and thought, patience with planning and pacing, self-management, personal effectiveness, reaction time<br />
  51. 51. Challenge –self-imposed demands for achievement<br />“Identity vs. Accomplishment”<br />Confident in abilities, charm, self-accepting, enthusiasm, pleasant, at ease<br />Confident but critical, pleasant, enthusiastic<br />Pride in achievements, endures sustained opposition, introspective, driven, strong-willed<br />USUAL<br />0-39<br />40-60<br />61-99<br />Opportunities to excel, criticism balanced with praise, activities that reinforce confidence <br />Environments that are balanced in self-confidence and self-criticality <br />Reassurance, encouragement from personally challenging work and life situations, continually elevated goals<br />NEEDS<br />Too critical of self/others, self-doubt or resisting opposition<br />Self-punishing, loss of confidence, too critical of self/others, sense of worthlessness <br />Too focused on image, blaming problems on circumstances, avoiding introspection<br />STRESS<br />Issues to Consider: Constructive feedback, criticism, disagreement, blame, expectations, accomplishments, goals, mistakes, recognition<br />
  52. 52. Empathy –expressing and managing feelings/emotional data<br />“Logic vs. Feeling ”<br />Objective, practical, logical, definite/decisive in opinions, action over thought<br />Thoughtful yet practical, objective yet sympathetic, warm yet practical<br />Intuitive, insightful, genuine with feelings, sympathetic and caring, emotionally expressive <br />USUAL<br />0-39<br />40-60<br />61-99<br />Practical and logical approaches, minimal emotional complexity<br />Moderate emotional understanding combined with practical, logical objectivity<br />Outlets for strong subjective feelings, emotional discussions, high regard for emotional data<br />NEEDS<br />Becoming too detached or dispirited, discouraged or insensitive<br />Discouragement, over-sensitivity, too subjective, magnifying personal problems<br />Low sensitivity, becoming impersonal, emphasizing immediate results, unaware of emotional data<br />STRESS<br />Issues to Consider: Performance reviews, feedback, encouragement, emotional intelligence, conflict resolution, objectivity, building relationships, approachability, urgent collaboration<br />
  53. 53. Change –restlessness, preference for changing focus<br />“Focused vs. Variety ”<br />Able to concentrate, thorough, purposeful, resists distractions<br />Attentive yet able to concentrate, resists undue distractions, adaptable<br />Easy to stimulate, responsive, attentive, adapts easily to variety, ready to start new things<br />USUAL<br />0-39<br />40-60<br />61-99<br />Minimum unexpected change, protection from interruptions, ample time to consider change, completion <br />Moderate amounts of change, the ability to control distractions and gauge variety <br />Stimulating and frequent change in activities/tasks, variety, novelty, relief from routing, changing priorities<br />NEEDS<br />Resistance to abrupt change, inflexibility or difficulty concentrating <br />Restlessness, lack of perspective, weakened concentration, impatience <br />Resistance to change, inflexibility, frustration, over-concentration, rigidity <br />STRESS<br />Issues to Consider: Reaction, sense of urgency, response time, speed of execution, distraction management, follow-through, concentration, self-discipline <br />
  54. 54. Freedom –independence of thought and behavior “Conventional vs. Independent”<br />Consistent, conventional, cooperative, restrained, values rules/procedures <br />Individualistic yet restrained, consistent but responsive, consistent yet distinctive<br />Self-directed, spontaneous, inner sense of freedom, responsiveness, unconventional, self-initiated <br />USUAL<br />0-39<br />40-60<br />61-99<br />Consistency, predictability, well-established rules and procedures, order, certainty<br />Consistent yet original, orderly while somewhat ambiguous <br />Encouragement and support for individuality, acceptance of non-conformity, freedom for original thought/behavior<br />NEEDS<br />Over-control, defensive thinking, conforming reasoning<br />Unpredictability, too individualistic, lacking consistency, non-conforming, rebellious <br />Over-control, defensive thinking, conforming reasoning, restrictive, constrained, inhibited <br />STRESS<br />Issues to Consider: Team conforming, cooperation, collaboration, willingness to take initiative, resistance in work/social situations, creativity, strategy<br />
  55. 55. Thought –approach toward decision-making “Action vs. Reflection”<br />Matter-of-fact, decisive, action-oriented, preference for action over caution<br />Reflective yet decisive, thinking before acting, quick grasp of situations<br />Thoughtful, reflective, concerned with future consequences, draws on experience, weighs both sides<br />USUAL<br />0-39<br />40-60<br />61-99<br />Minimal ambiguity, freedom to take immediate action, limited verbal exchanges <br />Freedom to take quick action as well as reflect appropriately <br />Ample time to consider all angles and possibilities, time to hear opinions and discuss options/suggestions<br />NEEDS<br />Hastiness or over-cautiousness <br />Over-cautious, over-processing, unnecessary worry, needless postponing, fear of mistake, decision evasion, unsure of self<br />Impulsiveness, over-simplification, hastiness, overlooking details, frustrated by ambiguity<br />STRESS<br />Issues to Consider: Decision-making, supporting analysis, degree of comfort with risk, consistency in positions taken, patience with decision-making, bottlenecking, approvals <br />
  56. 56. The 11 Birkman Behavioral Components<br />Esteem – sensitivity in relating to individuals<br />Acceptance – relating to people in groups<br />Structure – systems and procedures<br />Authority – directing and controlling<br />Advantage – idealism vs. realism<br />Activity – preferred pace for action<br />Challenge – self-imposed demands for achievement<br />Empathy– involvement of feelings<br />Change – restlessness, preference for changing focus<br />Freedom – independence of thought and behavior<br />Thought– approach toward decision-making<br />
  57. 57. 1. Collect data on leadership and self<br />2. Pause, Challenge, Choose<br />3. Continue, Start, Stop<br />4. Create Flawless Goals<br />5. Refine and Follow-Through…<br />
  58. 58. Flawless Goals<br /><ul><li>Strongly connected to deep purpose, beliefs, and values
  59. 59. Easily recognizable and relevant top priorityby you and others
  60. 60.  
  61. 61. Resonating commitment and structured accountability
  62. 62.  
  63. 63. Accomplishment produces visible, measureable, and incremental outcomes
  64. 64.  
  65. 65. Articulated with highly specific and time-boundparameters
  66. 66.  
  67. 67. Proclaimed in 1st person, personalstatements of desire</li></li></ul><li>