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Positives behind negative attention shrm talent mgt 2013


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Don't get sucked into the trap of trying to control negative workplace behavior. Most negative behavior is a symptom of unmet positive needs. In this presentation I did at SHRM national Talent Development conference, I use the Process Communication Model to identify the positive needs behind most negative workplace behavior.

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Positives behind negative attention shrm talent mgt 2013

  1. 1. ©SHRM 20131Presentation TitlePresenter’s Name • DateThe PositivesBehindNegative AttentionNate Regier, Ph.D.Next Element Consulting, LLC+ + + +Thursday, April 18, 13
  2. 2. ©SHRM 2013Thursday, April 18, 13
  3. 3. ©SHRM 2013Learning Objectives• Identify six patterns of unproductive workplacebehavior• List consequences to morale and productivity• Describe positive interventions for each behaviorpattern• List three applications to improve talent recruitingand performancepersonal. leadership. transformation.Thursday, April 18, 13
  4. 4. ©SHRM 2013The Discovery of Process• Taibi Kahler, Ph.D., 1972• Observed that the process of communication is observable,sequential, and measurable.• Showed that productive communication and unproductivemiscommunication can be distinguished, second by second, byobserving words, tones, postures, gestures, and facialexpressions.personal. leadership. transformation.Copyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  5. 5. ©SHRM 2013The Discovery of Process (continued)• Kahler identified six distinct communication styles /personality types, each statistically correlated with discrete• perceptual frames of reference• character strengths• preferred channels of communication• leadership styles• motivational needs• distress sequences (negative attention behavior patterns)personal. leadership. transformation.Ourfocus fortodayCopyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  6. 6. ©SHRM 2013Process Communication Model (PCM®)• An online assessment determines a person’s “structure”,including preferred order of the six types, along with currentmotivational preferences and distress behavior sequences.• PCM training teaches diagnostic skills to identify and decodebehavior, with strategies to invite more positive interactions.• PCM has proven to be over 90% accurate in predictingbehavior patterns and suggesting the most effectiveintervention.personal. leadership. transformation.Copyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  7. 7. ©SHRM 2013Taught or researchedin 37 colleges anduniversities worldwidePsychodemographic tool forPresident Clinton’scampaignsPixarstudiosUsed by NASA toselect and trainastronautsThursday, April 18, 13
  8. 8. ©SHRM 2013Selected PCM Applications• Employee motivation and engagement• Executive recruitment, placement, and coaching• Leadership development• Customer service• Marketing• Internal Communicationspersonal. leadership. transformation.Copyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  9. 9. ©SHRM 2013Distress behavior isobservable, predictable,habitual, and sequentialIdentifying and offeringthe unmet need is the mosteffective strategy to stopthe negative behavior andinvite more positivecontribution.The Positives BehindNegative AttentionKahler’s DiscoveryMost unproductivebehavior is a symptom ofmiscommunication andunmet psychological needs.personal. leadership. transformation.What does this mean?If your efforts to deal with negative behaviorare focused on the behaviors themselves(symptom) rather than the root causes, theymay be making the problem worse byreinforcing the negative behaviors.Copyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  10. 10. ©SHRM 2013Overcontrollingpersonal. leadership. transformation.“Great job on that project.”“I appreciate your hard work.”“Your plan helped us gainefficiencies.”“Your time is important.”Be on time. End on time.positive interventionRecognition of Work & Time StructureLow morale, highturnover, apathy,fear, low innovation,inefficienciesWorkplaceConsequencesMicromanagesothers, critical oftheir thinking andwork, obsessivearound issues offairness, order, time& moneyCopyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  11. 11. ©SHRM 2013Pushes Beliefspersonal. leadership. transformation.“Your opinion matters.”“I respect your conviction.”“You role model company values.”“I know you will follow through onyour promises.”“You are so dedicated.”positive interventionConvictionFear, compliance,resentment,prejudice, secrecyWorkplaceConsequencesCrusades aroundown beliefs, black &white thinking,suspicious of otherswho don’t sharebeliefsCopyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  12. 12. ©SHRM 2013Makes Mistakespersonal. leadership. transformation.“You are a special part of thisteam.”“We care about you.”“Your feelings matter.”“You look nice today.”“I baked you cookies for yourbirthday.”positive interventionRecognition of Person & SensoryAvoidance ofconflict, loss ofconfidence, costlymistakesWorkplaceConsequencesLoses confidence,makes sillymistakes, invitescriticism, puts selfdown, neglects self-careCopyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  13. 13. ©SHRM 2013Blamingpersonal. leadership. transformation.“Hey man, this is gonna be fun!”“I know it sucks, and the deadline isstill Friday!”“How about some hoops over lunchbefore we get back to work?”“If you stink, we all sink!!”positive interventionContact (upbeat & lively)Low accountabilityand follow-through,loss of creativityWorkplaceConsequencesBlames others,avoidsresponsibility, actsblameless, whinesand complainsCopyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  14. 14. ©SHRM 2013Withdrawalpersonal. leadership. transformation.“Make a list of priorities, and dothe first one today.”“Organize your inbox and reportback at lunch.”“Take time to yourself over lunch.”“Check in with me every Tuesday.”positive interventionSolitude (with direction)Productivity suffers,high chance ofturnoverWorkplaceConsequencesIsolates, startsprojects but doesn’tfinish them, doesn’task for direction,avoids peopleCopyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  15. 15. ©SHRM 2013Manipulatingpersonal. leadership. transformation.“Bet you can’t get that project donebefore Thursday.”“Make sure everyone is on boardand you can take the afternoon off.”“Come up with a strategy toincrease sales by 10% and you get abonus.”positive interventionIncidenceProblems withaccountability, in-fighting, dramaWorkplaceConsequencesManipulatesothers, breaks or re-defines rules, startsnegative drama, setsup unhealthycompetitionCopyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  16. 16. ©SHRM 2013SHRM/Globoforce EmployeeRecognition Survey - April 2012.•29% of 770 employeessurveyed were satisfiedwith theirorganization’srecognition efforts.•43% amongorganizations who hada formal recognitionprogram.4%8%24%22%22%20%ContactPerson/SensoryConvictionWork/TimeIncidenceSolitudeThursday, April 18, 13
  17. 17. ©SHRM 201301020304050607080901001 2 3 4 5 6 7 8 9 10 11 12Who’s Included in Gallup Q12?Work/Time ConvictionPerson/Sensory ContactIncidence Solitude1) Do you know what is expected of you at work?2) Do you have the materials and equipment to do yourwork right?3) At work, do you have the opportunity to do what youdo best every day?4) In the last seven days, have you received recognitionor praise for doing good work?5) Does your supervisor, or someone at work, seem tocare about you as a person?6) Is there someone at work who encourages yourdevelopment?7) At work, do your opinions seem to count?8) Does the mission/purpose of your company makeyou feel your job is important?9) Are your associates (fellow employees) committed todoing quality work?10) Do you have a best friend at work?11) In the last six months, has someone at work talked toyou about your progress?12) In the last year, have you had opportunities to learnand grow?Selective HearingThursday, April 18, 13
  18. 18. ©SHRM 2013Treating everyone the same gets mediocreperformance and reinforces unrealisticexpectations about fairnessA Few Implications...personal. leadership. transformation.Copyright Kahler Communications, Inc. 2013Most incentive/reward systems are limitedbecause they only address a few motivators.Company polices that target negativeattention behaviors are largely ineffectivePersons who get their needs met spend lesstime worrying about what others are getting,focus more on their work, and are happier.Thursday, April 18, 13
  19. 19. ©SHRM 2013So what?What might this mean for your talentdevelopment efforts?personal. leadership. transformation.Copyright Kahler Communications, Inc. 2013Thursday, April 18, 13
  20. 20. ©SHRM 2013nate@next-element.com316-772-6174Download PocketPCM for yoursmartphone to access tips and tools fordealing with different communicationstyles.Like us onJoin our networkpersonal. leadership. transformation.Thursday, April 18, 13
  21. 21. ©SHRM 2013Summer 2013Meanwhile, take our freeDrama Assessment, April 18, 13
  22. 22. ©SHRM 2013personal. leadership. transformation.Copyright Kahler Communications, Inc. 2013Thank you for coming today!Questions?Thursday, April 18, 13