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Diversified leadership thru work styles
- 1. Workstyles Why Great Leaders are Adaptive 1 Kristi Riordan COO & MD, Flatiron School
- 2. Building a business can feel a bit like this 2 | WORKSTYLES |
- 3. WORKSTYLES | Unleash the potential of your people 3 |
- 4. When diverse teams made a business decision, they outperformed individual decision-makers up to 87% of the time. 01 - REVENUE 4 | Diversity leads to better built companies Companies that have more diverse management teams have 19% higher revenue. 02 - INNOVATION Inclusive companies are 1.7 times more likely to be innovation leaders in their market. 3 - DECISION MAKING 04 - TALENT 67% of job seekers said a diverse workforce is important when considering job offers. WORKSTYLES | Source
- 5. 5 | COLLISION COLLABORATION WORKSTYLES | “I’m not heard” “I don’t understand why we are still focused on this issue.” “I feel exhausted every time we meet on this”. “I understand why my idea isn’t the priority right now.” “I need to evaluate the impact of this more closely.” “I’m energized by this challenge.” Cognitive diversity requires different ways of working
- 6. 6 | Our IDENTITY affects the way we think, feel, act, approach problems & communicate. WORKSTYLES |
- 7. 7 | WORKSTYLES | Think What is a WorkStyle? It’s the way we deal with the world and other people. Style emerges in the way we... Feel & Act Communicate Plan, approach problems, make decisions
- 8. 8 | YOUR OWN STYLE YOUR TEAM & COMPANY WORKSTYLES | Why care about workstyles? ➢ Self awareness ➢ Natural tendencies ➢ Strengths ➢ Overuses ➢ Awareness of others ➢ Opportunity to adjust management style ➢ Opportunity to shape culture ➢ Key to helping team achieve potential
- 9. 9 | As Leaders, we must create a culture that cherishes diversity 01 Self-Aware 02 Team & Org-Aware 03 Coaches 04 Problem Solvers 05 Collaborators WORKSTYLES |
- 10. 10 WORKSTYLES || Workstyle feels intangible, but there are frameworks we can use It is the pattern of how we’ve learned to deal with people,problems & opportunities over time
- 11. 11 | Workstyle Emerges in Communication | How do you typically communicate & assign tasks? WORKSTYLES | | How do you build relationships? | How do you typically send messages and prefer to receive them?
- 12. 12 Four common work styles WORKSTYLES || FORECASTER Loves concepts, ideas, innovation. Long term & future oriented. Enjoys theories & ok with tangents ASSOCIATOR Perceptive, insightful and sensitive. Builds teams through strong collaborations. Draws others out. SYSTEMIZER Methodical, thoughtful & careful. Creates systems and processes Analytical & rational ENERGIZER Bias for action and wants to see results. Optimizes for speed Confident in instincts.
- 13. Leaders need to recognize & nurture all styles 13 | 01 Workstyles should be fluid Preferred style WORKSTYLES | 02 Reserved style 03 Least preferred style 04 Anti style
- 14. 14 | WORKSTYLES | FORECASTER ASSOCIATOR SYSTEMIZER ENERGIZER Concerns Concepts, ideas, innovation People, feelings, connections Fact, organization, accuracy Results, action, speed Questions What if? What are the possibilities? How does it feel? How does this work for everyone? What are the alternatives? How does it work? What can I expect? How fast can we see results? What is the outcome? Workstyle preferences emerge in our daily interactions
- 15. 15 | WORKSTYLES | FORECASTER ASSOCIATOR SYSTEMIZER ENERGIZER Time sense Future Past Past, Present, Future Now Information Wide ranging, link thoughts together Personalized, informal Precision, sequenced Practical, results over methods Strengths Conceptual, creative, sees the broader picture Empathetic, team player Logical, detailed, methodical Practical, functional, action-oriented Enabling workstyle diversity brings depth to our organizations
- 16. 16 | WORKSTYLES | FORECASTER ASSOCIATOR SYSTEMIZER ENERGIZER Idealistic, impractical, procrastinator, evasive Subjective, sentimental, soft, indecisive Rigid, cautious, indecisive, impersonal Impulsive, short-sighted, impatient, thinking follows actions Strengths can be overused & need to be balanced out
- 17. 17 Adjusting your approach to someone else’s style | WORKSTYLES | FORECASTER ● Emphasize future opportunities ● Apply interesting concepts to the job ● Appeal to person’s principles & values ● Offer to brainstorm ● Work iteratively SYSTEMIZER: ● Be analytical & systematic ● Tie the past into the present ● Create structure in plans & ideas ● Appear organized, present alternatives ● Present ideas as “low risk” ENERGIZER: ● Emphasize actions taken, tangible results ● Position ideas as ‘opportunities’ for impact ● Stress ‘risk & reward’ scenarios ● Offer “challenges” ● Be clear about who are the decision makers & how to influence ASSOCIATOR: ● Be friendly & informal ● Stress ideas that key people are comfortable with / support ● Allow people time to express their ideas ● Ask for feedback ● Show flexibility - how can we change things if people are uncomfortable
- 18. 18 4 Challenges for Leaders | WORKSTYLES | Unleash potential 01 Know your own Workstyle 02 Know the Workstyles of your Direct Reports 03 Choose one relationship that you want to improve 04 Identify one way in which you will create the space for different styles to thrive
- 19. 19 Thank You https://www.linkedin.com/in/kristiknaackriordan/ KRISTI RIORDAN *Team based workshop materials follow
- 21. 21 | Workshop Agenda 10-15 Introduce concept of workstyles 10 Learn your style - take quiz 10 Pair workshop (in twos) 10 Group reflection (all) 10 Homework & Wrap Up Supplemental materials included in appendix WORKSTYLES | WORKSHOP Minutes
- 22. 22 Workshop with your team Learn & Interpret your style | WORKSTYLES | 10 minute quiz COPY ABOVE LINK Take this 10 minute quiz to learn your workstyle preferences ➢ PREFERRED STYLE: your highest score & preference to use whenever possible ➢ RESERVED STYLE: your second highest score & what you reach for when you feel the need to switch styles. Must be <= 5 points of your prefered score ➢ SINGLE STYLE: if your two top scores are > 5 points apart, you may not have a reserve style ➢ LEAST PREFERRED STYLE: your lowest score. You probably have difficulty using this style ➢ ANTI STYLE: a score of < = 12 on a style. You probably tend to stay away from problems or opportunities that lend themselves to this approach. You might also have difficulty with people whose Preferred Style is your Anti Style.
- 23. REVIEW QUESTIONS IN PAIRS 23 | 01 How does your workstyle impact your work with others? What is your preferred style during “normal” situations? How does this impact how you communicate with others? Especially someone problematic - superior, direct report or peer? WORKSTYLES | 02 What is your preferred style under “stress”? How do your communication skills change? 03 How/when does this work for you or against you? What could you do differently? How does it affect your ability to effectively manage 360 degrees? 04 How do you think others perceive your work style?
- 24. REVIEW QUESTIONS AS A TEAM 24 | 01 How does your workstyle impact your work with others? What is our team WorkStyle profile? How does this work for/against us? Especially under pressure? WORKSTYLES | 02 What were some surprises re: Workstyle for yourself? The Group? 03 How might our team Workstyle profile relate to how we communicate with other teams? Where might we be able to improve?
- 25. 25 Adjusting your Workstyle | WORKSTYLES | with key relationships 01 Think about someone you want to improve your relationship with to enhance your effectiveness in your current role 02 What do they expect of you? What do you expect from them? 03 What do you hypothesize their Workstyle to be? 04 How does your Workstyle interact effectively with theirs or not? 05 How can you be more adaptive in your Workstyle with this person?
- 26. 26 Homework | WORKSTYLES | Applied Learning 01 Choose a 360 degree relationship with a different WorkStyle than yours that you would like to improve 02 Think about how to adjust your Workstyle to be more effective with that person. Prepare for these exchanges in advance. 03 After each interaction, give yourself a + / - feedback on how it worked and how you could have been more effective. 04 Identify a peer resource with a different Workstyle than yours that you can work with 05 Identify something that you want to work on & communicate it to someone (your manager, a peer) to help hold you accountable. Check in on progress.
- 27. 27 Summary of Work Style Characteristics | WORKSTYLES | Effective application: ● Creative ● Cognitive ● Theoretical ● Inventive ● Sees the broad picture ● Ideological ● Strategizer ● Innovative ● Intellectually oriented Effective application: Ineffective application: Ineffective application: ForecasterAssociator ● Collaborative / team player ● Spontaneous ● Convincing ● Empathetic / careful listener ● Grasps traditional values ● Thoughtful ● Draws out others’ feelings ● Informal ● People-oriented ● Unrealistic ● Procrastinator ● Dogmatic ● Dreamer ● Evasive ● Has an answer for everything ● Condescending ● Biased ● Apologetic ● Manipulative / vulnerable ● Over-sensitive ● Volatile emotions ● Stirs up conflicts ● Indecisive ● Too laid back
- 28. 28 Summary of Work Style Characteristics | WORKSTYLES | Effective application: ● Methodical ● Deliberate, objective ● Weighs alternatives ● Perservering ● Rational ● Exact and precise ● Substantiates facts ● Analytically oriented Effective application: Ineffective application: Ineffective application: SystemizerEnergizer ● Gets results ● Pragmatic ● Decisive ● Assertive ● Charismatic ● Technically skilled ● High energy ● Action oriented ● Unrealistic ● Procrastinator ● Dogmatic ● Dreamer ● Evasive ● Has an answer for everything ● Condescending ● Premature decision-making ● Arrogant ● Overly aggressive ● Impatient ● Self-involved ● Overpowering ● Thinking follows action ● Action-junky
- 29. 29 Work Style: Possible Communication Missteps | WORKSTYLES | Overuse of tendencies. I may... ● Try to impress with too many ideas ● Give extensive concepts to support my position ● Not consider the feelings of the receiver ● Go off on elaborate tangents of personal interest ● Use technical explanations or vague descriptions ● Come across as if I know all the answers ● Talk at, not with people ● Lead the discussion and discourage questions, appear aloof or arrogant ● Ramble, sound evasive Underuse of tendencies. I may: Forecaster ● Avoid setting the context of the presentation ● Minimize the importance of long-range effects ● Be patient with elaborate conceptualizations ● Prematurely push for decisions ● Cut short other’s information
- 30. 30 Work Style: Possible Communication Missteps | WORKSTYLES | Overuse of tendencies. I may... ● Want to befriend and please everyone ● Seek personal gratification at the expense of business success ● Be impatient with impersonal details ● Appear soft-hearted, sentimental ● Use too many personal examples or examples not directly relevant ● Be oversensitive ● Be indirect about goals and intent ● Be biased ● Seek assurances I am liked Underuse of tendencies. I may: Associater ● Be inconsiderate of feelings ● Avoid all personal statements ● Present myself as cold and detached ● Make people uncomfortable with my abruptness ● Provide too few social amenities ● Not laugh at jokes ● Appear cold, calculating
- 31. 31 Work Style: Possible Communication Missteps | WORKSTYLES | Overuse of tendencies. I may... ● Be too detailed and specific, intimidate with info ● Be too impersonal and insensitive ● Be narrow in presentation ● Not show how this info will translate into the larger picture ● Be unresponsive and controlling ● Overdo with facts; be too pragmatic; too serious ● Want more time to study the issues ● Delay actions, decisions ● Want everything perfect, unwilling to compromise Underuse of tendencies. I may: Systemizer ● Miss the other person’s reliance on data ● Not support statements with relevant facts ● Minimize the importance of supporting information ● Expect that a personal relationship will be sufficient ● Make decisions too rapidly ● Be too vague ● Be impatient with details ● Be too informal
- 32. 32 Work Style: Possible Communication Missteps | WORKSTYLES | Overuse of tendencies. I may... ● Be too much in a hurry to listen carefully ● Engage and disengage too rapidly ● Be overpowering and demanding, command action ● Be impatient with questions ● Have no interest in small talk, seem callous & unfeeling ● Be unaware of the personal needs of others ● Expect others to ‘track with me’ even without the facts ● Get excited before thinking ● Try to reach or read consensus prematurely Underuse of tendencies. I may: Energizer ● Want more time to explain all the necessary background and data ● Ask too many questions ● Sound unresponsive and / or disinterested ● Need a great deal of direct feedback and / or encouragement ● Want more data ● Feel overwhelmed by hastiness ● Miss deadlines