Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Leveraging Behavioural Diversity


Published on

Describes how to use fun creative metaphor to build relationships and enhance individual, team and organisational performance.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Leveraging Behavioural Diversity

  1. 1. Behavioural Innovations to leverage knowledge and enhance productivity   Arthur Shelley September 17, 2010
  2. 2. Desired Outcomes <ul><li>Increase awareness of behavioural interactions and their impact </li></ul><ul><li>Develop understanding of how behaviour affects performance </li></ul><ul><li>Align behaviours and relationships based to new directions </li></ul><ul><li>Enhance collaboration through constructive conversations </li></ul><ul><li>Understand which behaviours motivate office professionals </li></ul><ul><li>Enjoy having some fun together </li></ul>
  3. 3. Behaviour drives Performance Shelley (2009) Being a Successful Knowledge Leader
  4. 4. Reflective Impact Diary
  5. 5. Do you know the outcomes you seek?
  6. 6. Metaphor enables behaviour enhancement
  7. 7. Table Talk: Zoo Character Cards What behaviours are in your team? Intuitive & collaborative, NOT analytical and competitive Reflections: Which are dominant and passive? How does this form our culture? What impact on trust, relationships and performance?
  8. 8. Table Talk: Zoo Character Cards Knowledge Manager’s Profile
  9. 9. All behaviours have a niche <ul><li>Not right and wrong behaviours </li></ul><ul><ul><li>but there are misplaced behaviours </li></ul></ul><ul><li>Target right animal in the right context </li></ul><ul><ul><li>to get the optimal outcome </li></ul></ul><ul><li>Change animals consciously & proactively </li></ul><ul><ul><li>rather than subconsciously in reaction </li></ul></ul>
  10. 10. Choose your ANIMALS appropriately Behaviour is YOUR choice The more versatile you can be and the better you understand and relate to others, the more successful you will be.
  11. 11. Reflections? How can I use this to motivate? Could this help Jill understand? Cool, we’re gonna have fun with this! Tell me what to do next. What a load of rubbish! Now I see how to control Fred.
  12. 12. Understand your Stakeholder Behaviours Shelley (2009)
  13. 13. Stakeholder Behavioural Assessment
  14. 14. Behavioural Diversity and Matching
  15. 15. Zoo Metaphor for Team Building Team dynamics assessment What does your team look like? Do you have the right balance of behaviours to deliver?
  16. 16. Zoo Role Play: Cards exercise <ul><li>Set out a role play sequence </li></ul><ul><li>Think about the behavioural characteristics </li></ul><ul><li>Write the most probable interaction </li></ul><ul><li>Write at least two alternative outcomes </li></ul><ul><li>Write a title which reflects each outcome </li></ul><ul><li>Act out the role play with your partner </li></ul><ul><ul><li>Think about body language and tone </li></ul></ul><ul><ul><li>What most impacted the (un)desired outcome </li></ul></ul><ul><ul><li>What can be learnt from your mini-play? </li></ul></ul>! ? ? ?
  17. 17. Strength in Diversity Roles and Individual Behaviours Note: Combination of Characters from The Organizational Zoo with Team Roles defined by Belbin, R.M. in Management Teams , 2 nd Ed 2004. Elsevier. Whale or Yak In the clouds, inclined to disregard practical details. Individualistic, serious-minded, unorthodox. Genius, imagination, intellect, knowledgeable. Plant Dog or Triceratops Lack of flexibility, unresponsive to unproven ideas. Conservative, dutiful, predictable. Organising ability, practical common sense, hard working, self discipline Company Worker Lion or Hyena Prone to provocation, irritation and impatience. Highly strung, outgoing, dynamic. Drive and ready to challenge inertia, ineffectiveness, complacency or self-deception. Shaper Eagle or Owl Not necessarily highly creative or intellectual. Calm, self confident, controlled. Welcomes all contributors on merit without prejudice. Strong sense of objectives. Chairman Zoo Character Potential Weakness Typical Traits Belbin Role
  18. 18. Strength in Diversity Roles and Individual Behaviours Note: Combination of Characters from The Organizational Zoo with Team Roles defined by Belbin, R.M. in Management Teams , 2 nd Ed 2004. Elsevier. Mouse, Jackal or Ant Tendency to worry about small things. Reluctance to let go. Painstaking, orderly, conscientious, anxious. Capacity to follow-through. Perfectionism. Completer Finisher Gibbon, Bee, Dog or Kid (depending) Indecisive in moments of crisis Socially orientated, rather mild, sensitive. Ability to respond to people and situations and to promote team spirit. Team Worker Feline? Triceratops Lacks inspiration or the ability to motivate others. Sober, unemotional, prudent. Judgement, discretion, hard-headedness Monitor Evaluator Gibbon or Bee Over Optimistic. Liable to lose interest once initial fascination passed. Extroverted, enthusiastic, curious, communicative. Connecting people and exploring anything new. Respond to challenge. Resource Investigator Zoo Character Potential Weakness Typical Traits Belbin Role
  19. 19. What impacts is behaviour having on your team? ? <ul><li>Importance of open questions to solicit trusting conversations </li></ul><ul><li>Importance of reflection to link behaviour to performance </li></ul><ul><li>Power of shared stories to engage and share </li></ul>
  20. 20. Leverage Behavioural Diversity It is not the strongest of the species that survives, not the most intelligent, but the one most responsive to change. Charles Darwin <ul><li>It is impossible for individuals to be expert in all fields </li></ul><ul><li>Successful leaders leverage the total capabilities and behaviours of their whole team (or entire networks) to influence them to align actions with their goals </li></ul><ul><li>Effective collaboration has been proven to work when the relationships and the environment are right and people are open to each others ideas </li></ul>
  21. 21. Behavioural Truths <ul><li>Why do we move mountains for those we trust … </li></ul><ul><li>and put them in the paths of those we don’t? </li></ul>Relationships require willing, trust, challenge and conscious decisions … they do not (effectively) happen by osmosis.
  22. 22. 1. Understand your Zoo Dynamics Understand your Organizational Zoo and how your team benefits the creatures within - from their perspective (alignment)
  23. 23. 2. Understand your team dynamics Understand your team subculture and how they benefit the organisation - from their perspective
  24. 24. 3. Create the right environment Understand how to match business stakeholders to team members based on behavioural compatibility
  25. 25. Which animal am I? <ul><li>Wrong question! </li></ul><ul><li>How many can you be? </li></ul><ul><li>Need to be the right character in context to get the desired outcomes! </li></ul><ul><li>Free on-line profile </li></ul><ul><li> </li></ul>
  26. 26. Commit to Improve Performance Write down Three Actions you will perform as a result of this workshop Yesterday June Team meeting DD/MM/YY Thurs By When ‘ cause I’m good! Improve alignment with business goals Productivity Help Mary achieve WHY What benefit Focus on Small SMART Objectives and early wins for credibility Mary Share concepts of this presentation Save the planet Create a risk register for the business change initiatives Facilitate potential improvements dialogue Do What? By myself Margaret (for the CHRO) Fred With Whom
  27. 27. Contact and Services Arthur Shelley [email_address] FREE behavioural profile Consulting and mentoring Ph +61 413 047 408 Tweeting as Metaphorage