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Creating Culture Chemistry
Managing the Hidden Dynamics that Can
    Make or Break Your Success




    Presented By:
Ellen L. Moran, Ph.D.
What’s Your Experience?


We need someone who is more...
   Proactive
   Strategic
   Process oriented
   Innovative
   Customer focused
Success!

We’ve found the right person!
He’s what we need . . .
                         He can shake things up
                         Get us on the right track
                         He’s already delivering the
                           right messages
The Problem...

People don’t seem to be listening...
Complaints about his style...

He thinks things are
 worse than we told
 him...

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Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.

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Strategic Planning is a key business activity for many organizations, and yet, many of these plans remain on the shelf while day-to-day demands take over. This presentation outlines how psychological type (popularized in the Myers-Briggs Type Indicator - MBTI) can be leveraged as a great tool for a strategic planning effort. Originally presented at the August 2009 APTi Conference by Jennifer Tucker and Hile Rutledge:

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Six Months Later




This is
concerning....
One Year Later
What did we miss?
Consequences

   Hire someone more like the culture
   Give up on culture change
   Cynicism regarding leadership
   Potentially unnecessary career
    failure
   Reduced confidence
Who has seen this movie before?




   Can you share a
     brief story?

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Shanna Martinez is a 2016 graduate of Wilmu University pursuing a career that allows her to feel excited and motivated by contributing to a meaningful purpose. Her career interests are in conventional, investigative, and enterprising work. She has strengths in business, English, decision making, listening, and problem solving. Her goals are to find a fulfilling job using her MBA and project management experience.

What went wrong?

There was a key pattern (and
language) mismatch
Good intentions,
ineffective impact
Everyone is frustrated, but
not sure what or what to do
about it (below conscious
disconnect)
What’s the solution? Our Agenda

Become aware of the power
of patterns
Discover some of our own
Apply this awareness
 Connect and influence the
 culture
 Interview more successfully
Patterns = Meta Programs

    What I    Criteria
    decide


                          What I
Motivation               prefer...
                                     Direct our attention and
                                     thought processes
                                     Describe characteristics of
                                     thinking, motivation and
                                     behavior
                                     Influence experiences
                                     Can make us effective or
                                     ineffective depending on
                                     contexts
Examples



Planning-Meeting
criteria (cost reduction
vs. customer service)
Internal-External
(I’m right) (is anybody
listening)

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Criteria – What do you want in...X?

What are Criteria?
 Things that are
 important to us
 Personal labels for
 values
 Words that incite
 Hot buttons
 Composed of many
 elements, conscious and
 (mostly) unconscious
Examples


Love =


           Make me laugh    Be on time    Spend time together


Innovative =




                      new           automated        novel
Specific Criteria


Challenge
              Competence

Recognition
                   Ease
    Success
                Freedom
Specific Contexts




Vacations        Relationships




Interviews          Culture

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Consulting psychologists are well-suited to serve as trusted advisors to leaders by applying their expertise in areas like personal insight, motivation, emotional intelligence, decision-making, and managing relationships. As trusted advisors, psychologists focus on understanding clients and helping them make their own decisions, in contrast to merely providing answers or solving problems as experts might. The longest-lasting psychological consulting firm found success by combining transactional assessment services with relationship-building as trusted advisors.

Primary Criteria Questions



What do you want in
(context – a job, a
relationship, a particular
thing, etc)?
Why is that important?
Why is that important?
Additional Criteria Questions


What was it about that, which was important to you?
What standards do you have about that?
What qualities do you seek in X?
Why do X?
What is meaningful in X?
What makes X worth fighting for?
What do you want "X" to accomplish for you?
What is it about that that counts?
Discover yours



Use your work sheet
Consider your current job
role or the one you want
Write down your answer
to the criteria questions
Uses for criteria

Decision making
Job competencies
Interviewing
Decoding the culture
Sales & Marketing
Customer Service
Team Dynamics

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The Power of Criteria


If there is no time for any
other discovery
Probe and understand
others criteria
Many other patterns
emerge from criteria
How can you use Criteria now?

Decoding culture              Interviewing
Which key stakeholders        Ask the interviewer about
 should you ask this            what’s most important in
 question?                      the role.
Or “What’s most important     Describe your qualifications
 to this company’s future?”     in the interviewer’s
Use their exact criteria        criterion language
 words in describing what     Evaluate whether this is the
 you want to accomplish         job for you—match or
                                mismatch of criteria
Motivation Pattern
Motivation Source – Internal/External




    Internal              External
Discover Your Pattern


       Use your worksheet

Write your answer to the question…

 How do you know you’ve done a
 good job at being…(your role)?

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The document discusses several topics related to effective multidisciplinary teamwork and communication, including team composition and dynamics, stages of group development, personality types, leadership styles, and strategies for assertive behavior and handling conflict.

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The document discusses the need for open source economies and open currencies. It proposes that three new components are needed to enable open currencies: open transport, open rules, and open data. Open transport, rules, and data would allow for greater choice, power, and transparency compared to closed systems.

Motivation Pattern
Motivation Source – Internal/External




    Internal              External
Internal Positives

      Evaluate things on the basis of
      what they think is appropriate
      Provide their own motivation and
      make their own decisions
      Decide about what they want to do
      and how they are doing
Internal Negatives

Have difficulty accepting other
people's direction and feedback
May reject important feedback
May be seen as distant, arrogant
or uncaring.
When Both Parties are Internal...



      Both sides believe:
        The other is wrong or
        mistaken
        Their motives are
        questionable
        Both sides have difficulty
        listening to reach resolution

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The document is a slide presentation about promoting integrity in written works. It asks a series of multiple choice and checkbox questions about academic integrity policies, technologies used to discourage plagiarism, resources for instructors, and how suspected plagiarism cases are handled at the respondent's school. It also inquires about the perceived importance of technology for addressing plagiarism in the next two years.

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External positives

        Evaluate things on the
        basis of what other people
        think is appropriate
        Open to feedback as to
        how they are doing
External negatives


Need other people to provide
guidance, motivation and
direction
Cannot decide for themselves
They have difficulty beginning
or continuing a task without
someone giving them direction,
feedback and approval
To Discover Motivation Source...

Ask, “How do you know if you have
 done a good job at X”
     Internal              External




     “I know”       “Other people tell me”
Internal/External Influencing Language


Internal –                  External –
  only you can               so and so thinks
  decide                     the feedback you'll get
  you know                   the approval you'll get
  it's up to you             others will
  what do you think          notice, give
  you might want to          references
  consider                   give advice
  a suggestion for you to    or direction
  think about

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The Lean Startup methodology teaches companies to test business ideas continuously using a build-measure-learn feedback loop. It emphasizes developing a minimum viable product (MVP) to begin learning quickly and eliminating uncertainty. The methodology views each startup as an experiment to answer whether the product should be built and if a sustainable business can be created around it. It aims to drive startup success through a process that can be learned and taught.

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This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.

How can you apply this now?

Company Culture                      Interviewing
 Listen carefully, respectfully to    Assume your interviewer is
 their criteria and past successes    internal to you
 Dig deeper to be sure you            Consider where the role
 understand                           requires you to be internal and
 Do not imply you know more,          external; describe yourself in
 have the answer, are imposing        those terms
 your standard                        Executives need to strike the
 Assume they are internal until       right balance
 you see signs they are looking       Where possible elicit the
 for guidance                         interviewer’s criteria
Other Patterns Can Be Important

                                                       General
                                             Options

Achieve a goal or solve problems
Explore options or follow correct         Proactive
                                                                 Change
process
Take proactive measures or think
through issues first
Change, evolve or hold on to what’s
working
Tolerate difference or hold the line on
standards
Stay focused on the big picture or pay
attention to the details
And more….
Summary

Strong internal pattern leads to disconnects
 and conflict
Connect at the level of criteria to influence
Understand your personal criteria/driving
 patterns for clarity- confidence-motivation
Listen for job/culture criteria to find the
 success connections
Want to Learn More?
            Assessment, Coaching, Training


Contact me for individual consultation or
group team training
Complimentary self assessment on your
strongest and weakest patterns
            Visit my website:
  www.LeadershipDialogues.com
                  Or call:
           314-995-6825

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The document discusses behavioral interviewing as a more effective pre-employment assessment method than traditional interviews. It provides tips for structuring behavioral interviews, including determining critical competencies, developing behavioral questions, evaluating answers using the STAR method, and taking structured notes. Behavioral interviews focus on real examples of a candidate's past performance and behavior, rather than hypothetical responses. This improves the chances of selecting the best candidates.

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Motivation Patterns
    Reference
        Words that Change Minds,
              Shelle Rose Charvet




   Motivate Everyone,
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Culture Talk Final 1 21 10

  • 1. Creating Culture Chemistry Managing the Hidden Dynamics that Can Make or Break Your Success Presented By: Ellen L. Moran, Ph.D.
  • 2. What’s Your Experience? We need someone who is more... Proactive Strategic Process oriented Innovative Customer focused
  • 3. Success! We’ve found the right person! He’s what we need . . . He can shake things up Get us on the right track He’s already delivering the right messages
  • 4. The Problem... People don’t seem to be listening... Complaints about his style... He thinks things are worse than we told him...
  • 5. Six Months Later This is concerning....
  • 6. One Year Later What did we miss?
  • 7. Consequences Hire someone more like the culture Give up on culture change Cynicism regarding leadership Potentially unnecessary career failure Reduced confidence
  • 8. Who has seen this movie before? Can you share a brief story?
  • 9. What went wrong? There was a key pattern (and language) mismatch Good intentions, ineffective impact Everyone is frustrated, but not sure what or what to do about it (below conscious disconnect)
  • 10. What’s the solution? Our Agenda Become aware of the power of patterns Discover some of our own Apply this awareness Connect and influence the culture Interview more successfully
  • 11. Patterns = Meta Programs What I Criteria decide What I Motivation prefer... Direct our attention and thought processes Describe characteristics of thinking, motivation and behavior Influence experiences Can make us effective or ineffective depending on contexts
  • 12. Examples Planning-Meeting criteria (cost reduction vs. customer service) Internal-External (I’m right) (is anybody listening)
  • 13. Criteria – What do you want in...X? What are Criteria? Things that are important to us Personal labels for values Words that incite Hot buttons Composed of many elements, conscious and (mostly) unconscious
  • 14. Examples Love = Make me laugh Be on time Spend time together Innovative = new automated novel
  • 15. Specific Criteria Challenge Competence Recognition Ease Success Freedom
  • 16. Specific Contexts Vacations Relationships Interviews Culture
  • 17. Primary Criteria Questions What do you want in (context – a job, a relationship, a particular thing, etc)? Why is that important? Why is that important?
  • 18. Additional Criteria Questions What was it about that, which was important to you? What standards do you have about that? What qualities do you seek in X? Why do X? What is meaningful in X? What makes X worth fighting for? What do you want "X" to accomplish for you? What is it about that that counts?
  • 19. Discover yours Use your work sheet Consider your current job role or the one you want Write down your answer to the criteria questions
  • 20. Uses for criteria Decision making Job competencies Interviewing Decoding the culture Sales & Marketing Customer Service Team Dynamics
  • 21. The Power of Criteria If there is no time for any other discovery Probe and understand others criteria Many other patterns emerge from criteria
  • 22. How can you use Criteria now? Decoding culture Interviewing Which key stakeholders Ask the interviewer about should you ask this what’s most important in question? the role. Or “What’s most important Describe your qualifications to this company’s future?” in the interviewer’s Use their exact criteria criterion language words in describing what Evaluate whether this is the you want to accomplish job for you—match or mismatch of criteria
  • 23. Motivation Pattern Motivation Source – Internal/External Internal External
  • 24. Discover Your Pattern Use your worksheet Write your answer to the question… How do you know you’ve done a good job at being…(your role)?
  • 25. Motivation Pattern Motivation Source – Internal/External Internal External
  • 26. Internal Positives Evaluate things on the basis of what they think is appropriate Provide their own motivation and make their own decisions Decide about what they want to do and how they are doing
  • 27. Internal Negatives Have difficulty accepting other people's direction and feedback May reject important feedback May be seen as distant, arrogant or uncaring.
  • 28. When Both Parties are Internal... Both sides believe: The other is wrong or mistaken Their motives are questionable Both sides have difficulty listening to reach resolution
  • 29. External positives Evaluate things on the basis of what other people think is appropriate Open to feedback as to how they are doing
  • 30. External negatives Need other people to provide guidance, motivation and direction Cannot decide for themselves They have difficulty beginning or continuing a task without someone giving them direction, feedback and approval
  • 31. To Discover Motivation Source... Ask, “How do you know if you have done a good job at X” Internal External “I know” “Other people tell me”
  • 32. Internal/External Influencing Language Internal – External – only you can so and so thinks decide the feedback you'll get you know the approval you'll get it's up to you others will what do you think notice, give you might want to references consider give advice a suggestion for you to or direction think about
  • 33. How can you apply this now? Company Culture Interviewing Listen carefully, respectfully to Assume your interviewer is their criteria and past successes internal to you Dig deeper to be sure you Consider where the role understand requires you to be internal and Do not imply you know more, external; describe yourself in have the answer, are imposing those terms your standard Executives need to strike the Assume they are internal until right balance you see signs they are looking Where possible elicit the for guidance interviewer’s criteria
  • 34. Other Patterns Can Be Important General Options Achieve a goal or solve problems Explore options or follow correct Proactive Change process Take proactive measures or think through issues first Change, evolve or hold on to what’s working Tolerate difference or hold the line on standards Stay focused on the big picture or pay attention to the details And more….
  • 35. Summary Strong internal pattern leads to disconnects and conflict Connect at the level of criteria to influence Understand your personal criteria/driving patterns for clarity- confidence-motivation Listen for job/culture criteria to find the success connections
  • 36. Want to Learn More? Assessment, Coaching, Training Contact me for individual consultation or group team training Complimentary self assessment on your strongest and weakest patterns Visit my website: www.LeadershipDialogues.com Or call: 314-995-6825
  • 37. Motivation Patterns Reference Words that Change Minds, Shelle Rose Charvet Motivate Everyone, Jay Arthur