Published on

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide


  1. 1. Leadership and Information Management 3 of 5 Understanding Others <ul><li>Tony Rucinski </li></ul><ul><li>University of Wales, Newport </li></ul><ul><li>Course / Twitter hashtag: #UWNLIM </li></ul>
  2. 2. Text Text Relationships are fragile ! Understanding people ...
  3. 3. Communicating with different types of people <ul><li>Extraverts – Lets talk this over now </li></ul><ul><li>Introverts – I need to think about this </li></ul><ul><li>Sensing – Just the facts please </li></ul><ul><li>Intuitives – I can see it all now </li></ul><ul><li>Thinkers – Is this logical? </li></ul><ul><li>Feelers – Will anyone be hurt? </li></ul><ul><li>Judges – Just do something </li></ul><ul><li>Perceivers – Lets see what happens </li></ul>
  4. 4. Focus of dimension MBTI preference Where we get our energy from Extraversion (E) Energy is gathered from the outer world of people and things Introversion (I) Energy comes from the inner world of thoughts and reflection How we acquire information Sensing (S) Information is gathered through the five senses. Literal meaning and concrete facts are valued. Focus on experiences that occur in the present Intuition (N) Information is acquired as patterns and hunch. Non literal meaning, ideas and inter-relationships are valued. Focus on possibilities for the future How we make decisions Thinking (T) Make decisions on the basis of logical analysis. Value impartiality and objectivity Feeling (F) Make decisions on the basis of personal values and impact on those concerned. Value empathy and harmony Our lifestyle Judging (J) Good at decision making and planning. Like things organised and to be in control Perceiving (P) Flexible and adaptable. Like spontaneity and openness to new ideas and/or information
  5. 5. Extraverts – Lets talk this over now <ul><li>Acknowledge you are listening with body language and provide immediate feedback – its okay to butt in! </li></ul><ul><li>Be prepared to provide information sooner, therefore focus on your competencies </li></ul><ul><li>Take the initiative to introduce yourself and network </li></ul><ul><li>Deal with conflict and any other issues as soon as they occur </li></ul><ul><li>Remember, others often think out loud so don’t assume words are well thought out! </li></ul>
  6. 6. Introverts – I need to think about this <ul><li>Be an active listener – do NOT butt in! </li></ul><ul><li>Think before you speak or let others know you are thinking out loud </li></ul><ul><li>Respect privacy and establish trust </li></ul><ul><li>Communicate where there are no distractions </li></ul><ul><li>Pause and wait for a response – done be afraid of gaps in the conversation </li></ul><ul><li>Provide information ahead of time and stay on topic </li></ul><ul><li>Summarise but avoid making quick decisions </li></ul>
  7. 7. Sensing – Just the facts please <ul><li>Provide details on specific realities and bring everything down to earth with concrete examples </li></ul><ul><li>Provide information sequentially and exhaust one topic before moving on </li></ul><ul><li>Outline a specific plan and not just an idea </li></ul><ul><li>Analyse the positives and negatives and avoid excessive use of metaphors and analogies </li></ul>
  8. 8. Intuitives – I can see it all now <ul><li>Provide an overview first </li></ul><ul><li>Consider way out possibilities and provide ample opportunity for brainstorming </li></ul><ul><li>Concentrate on main points and don’t get bogged down in detail </li></ul><ul><li>Focus on future possibilities </li></ul><ul><li>Help intuitives link ideas to real life! </li></ul>
  9. 9. Thinkers – Is this logical? <ul><li>Be objective and demonstrate competence </li></ul><ul><li>Offer frank feedback and give well reasoned arguments </li></ul><ul><li>Be precise, concise and avoid getting demonstrating emotion </li></ul><ul><li>Focus on tasks more than people </li></ul><ul><li>Don’t get discouraged by active debate or criticism – don’t personalise it </li></ul>
  10. 10. Feelers – Will anyone be hurt? <ul><li>Take time to get to know them, their likes and dislikes </li></ul><ul><li>Avoid overt criticism or bombastic argument but offer encouragement and support </li></ul><ul><li>Focus on the needs of people in decision making </li></ul><ul><li>Find areas of agreement before disagreeing </li></ul><ul><li>Ensure that the person doesn’t feel they have lost and you have won but strive for a win-win situation </li></ul>
  11. 11. Judges – Just do something <ul><li>Make quick and definite decisions </li></ul><ul><li>Keep focussed on the issue and avoid expressing too many opinions </li></ul><ul><li>Agree deadlines and always stick to them </li></ul><ul><li>Avoid wanting to get too involved in their area of work or authority </li></ul><ul><li>Know when to stop talking and start acting </li></ul><ul><li>Avoid making last minute changes to agreed plans </li></ul>
  12. 12. Perceivers – Lets see what happens <ul><li>Don’t be rigid about the structure of any conversation! </li></ul><ul><li>Allow plenty of time for discussion before reaching conclusions or making decisions </li></ul><ul><li>Anticipate changes to plans as new ideas and thinking emerge with time </li></ul><ul><li>Describe situations rather than evaluate them </li></ul><ul><li>Be open minded and willing to take initial stpes well before the plan has much detail </li></ul><ul><li>Be flexible and accommodating to unexpected types of communication </li></ul>
  13. 13. How do you want to be seen today by others?
  14. 14. Go on, plot your own influence position Potential to influence all the way! Influence head of service You don’t really want to be in this box Business acumen and people skills Technical innovation and project management skills No Yes Yes No Influence with back-room colleagues
  15. 15. Are you brave enough to cross the wavy line ? Area of discretion <ul><li>no rules </li></ul><ul><li>exposed </li></ul><ul><li>visible </li></ul><ul><li>vulnerable </li></ul><ul><li>value-based decisions </li></ul><ul><li>safety </li></ul><ul><li>rules - standards, procedures, controls </li></ul><ul><li>right answers - based on </li></ul><ul><li>experience </li></ul><ul><li>culture </li></ul><ul><li>strategy, tactics </li></ul>Area of prescription <ul><li>ambiguity, uncertainty and complexity </li></ul><ul><li>comfort zone </li></ul>Adapted from the work of Kakabadse and Kakabadse, The Essence of Leadership, International Thomson Business Press, 1999
  16. 16. Knowing your stuff is only the beginning I’m afraid Transforming business thinking Contribute to business thinking Programme delivery Service delivery Competitive advantage Business benefit New needs Day to day needs Licence to decide Licence to exist ROLE RELATIONSHIP Transactional Collaborative Member of inner circle Licence to influence Licence to thrive Partnership