The Birkman Method is an assessment tool that measures motivation, behavior, interests and reactions under stress through a non-judgmental profile. It identifies effective and productive behaviors as well as needs, motivations and unproductive behaviors. The assessment was developed in 1952 and is used by over 75% of Fortune 500 companies. It provides insights into organizational focus, usual behavior, stress behavior, motivational needs, interests and 11 behavioral components to help improve performance, leadership and goal setting.
Your attitude to something is the way that you think and feel about it. Your attitude towards someone is the way you behave when you are dealing with them, especially when this shows how you feel about them.
Perloff, R. M. (2010). The dynamics of persuasion: communication and attitudes in the twenty-first century. Routledge.
Chapter 3: Attitudes: Definition & Structure
Chapter 4:The Power of Our Passions: Theory & Research on Strong Attitudes
Chapter 5: Attitudes: Functions & Consequences
Understanding Personality Types For ProductivityTom Fox
Personality greatly influences performance. Different "types" have different strengths and challenges and learning to know yourself, your boss and your staff or team can improve communication efficiency and productivity.
Your attitude to something is the way that you think and feel about it. Your attitude towards someone is the way you behave when you are dealing with them, especially when this shows how you feel about them.
Perloff, R. M. (2010). The dynamics of persuasion: communication and attitudes in the twenty-first century. Routledge.
Chapter 3: Attitudes: Definition & Structure
Chapter 4:The Power of Our Passions: Theory & Research on Strong Attitudes
Chapter 5: Attitudes: Functions & Consequences
Understanding Personality Types For ProductivityTom Fox
Personality greatly influences performance. Different "types" have different strengths and challenges and learning to know yourself, your boss and your staff or team can improve communication efficiency and productivity.
This presentation was developed to introduce the idea of POA, and how this approach to management appeals to all levels of development and personality types.
Leadership & advocacy in volunteer programsAnthony McAdoo
Slides for a workshop that I presented on March 29, 2011 to volunteer coordinators in Little Rock, AR as part of their preparation to sit for the CVA exam.
Identity Self-Perception Business Personality Questionnaire Feedback ReportPsyAsia International
This report provides comprehensive information based on a test candidate's responses to the Identity Questionnaire i.e. it is a 'self-perception' report. Important points to note about self-perception information:
- It is not a definitive statement about how the candidate behaves - just an indicator.
- Information relates to the candidate's style and preference not ability.
- It offers a comparative measure of how the candidate sees themselves compared with most other people.
- Although broad patterns can be consistent across time, the candidate's profile can change with experience. Therefore the shelf-life of the information contained in this report is typically 12 months.
- In a recruitment situation, this information should never be used in isolation - it supports other evidence.
(Note, the most-up-to-date sample reports are always available at the PsyAsia website.)
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3. The Birkman Method serves as: An assessment tool that measures motivation and outward behavior Non-judgmental profile of interests, behaviors, motivational needs, and reactions under stress Predictive summary of how individuals and work-units approach communication, conflict, and decision-making Your targeted objective is to identify your “effective or productive” behaviors, your needs or motivations, and your unproductive behaviors Leadership effectiveness is rooted in FLEXIBILITY – your path lies in “RANGE” NOT “CHANGE”.
4. Architect of the Birkman Method Developed in 1952 by Dr. Roger Birkman WWII fighter pilot who observed that individuals experiencing similar situations have different perceptions Continued his research after the War as an Industrial Psychologist Pioneered use of computer methods to identify differences within self and between others
5. Background Birkman taken by over 2 million people Used by more than 75% of Fortune 500 Comparative business/industrial database of leaders from various countries around the world Validated by the US National Science Foundation Valid across corporate functions and cultures Measures self + social perceptions + motivations Creates common language about leadership and communication styles
6. 2 Basic Premises 1. There is no such thing as normal behavior 2. There is no logical connection between the way we act and the way we need or want to be treated Platinum Rule: “do unto others as …”
13. Why does it work? The intensity is measured numerically using two 1-99 scales 1 for usual behavior 1 for needs and stress 1 40 60 99 Intense Intense 1-39 Low 40-60 Mid 61-99 High
14. The Birkman dimensions to Performance: ORGANIZATIONAL FOCUS USUAL BEHAVIOR STRESS BEHAVIOR MOTIVATIONAL NEEDS INTERESTS
31. Usual Behavior A person’s External PRODUCTIVE Behavior In Birkman terms we call these Usual Behaviorsand are defined as the productive, socialized behavior that is observable by others. It is seen by others as socially positive, flexible, adaptable, civilized, appropriate, comfortable, natural, and easily modified by experience or training.
32. Motivational Needs A person’s Internal HARDWIRED Needs In Birkman terms we call these Needs and are defined as what one expects (and needs) interpersonally and from their environment to stay in healthy, productive behavior. Underlying needs and motivations are rarely observable by others and sometimes hidden to the individual. They are neutral (not positive or negative), persistent (hardwired) and are critical to understanding behavior and motivation.
33. Stress Behavior A person’s External UNPRODUCTIVE Behavior In Birkman terms we call these Stress Behaviorsand are defined as the counter-productive, frustrated behavior that is observable by others. It can be seen by others as defensive, ineffective, reactive, uncomfortable, costly.
43. Musical – Participation or appreciation of musical artsOver time, Interests your choices in life, even your choice of work, free time, and general motivations. Consider these as broad canopies under which many sub-interests lie.
44. The 11 Birkman Behavioral Components Esteem – sensitivity in relating to individuals Acceptance – relating to people in groups Structure – systems and procedures Authority – directing and controlling Advantage – idealism vs. realism Activity – preferred pace for action Challenge – self-imposed demands for achievement Empathy– involvement of feelings Change – restlessness, preference for changing focus Freedom – independence of thought and behavior Thought– approach toward decision-making
45. Esteem –sensitivity in relating to individuals “Issue vs. Person” Direct, straightforward, unevasive, matter-of-fact, candid Open and sensitive, deliberate yet respectful, moderate with others Serious, earnest, appreciative, insightful, supportive, sense of purpose USUAL 0-39 40-60 61-99 Factual, reason/logic-oriented relationships, directness, sentiment-free candor Moderate sensitivity balanced with appropriate frankness and openness Genuine respect and appreciation from others, ample time to explain/justify points, tact, diplomacy NEEDS Sensitivity to criticism or surprisingly impersonal to others Undue sensitivity, reduced self-confidence, shyness, hurt feelings, defensiveness Overlooking others’ needs, underestimating sensitivity needed by others’, lack of tactfulness, detachment STRESS Issues to Consider: Managing performance problems and reviews, appropriate use of candor, awareness of others’ feelings and special needs, sensitive or difficult business issues
46. Acceptance –accessibility; relating to people in groups “Alone vs. Group” Able to be and work alone, withstands group pressure, independently reasons Balance of social and private activities, social and attentive, communicative Highly communicative, sociable, at ease in groups, pleasant and outgoing USUAL 0-39 40-60 61-99 Freedom from constant social demands, time for quiet reflection, the company of a few close friends Balanced social and private activities and demands Group activities, support and acceptance by others, a significant number of casual relationships NEEDS Either quiet withdrawal and ignoring groups or an over-eagerness to please the group Social anxiety, seeking group approval/popularity, avoiding close personal ties Impatience, withdrawal, ignoring others, anti-social, overly critical of groups STRESS Issues to Consider: Social enthusiasm, participation in meetings, conflict and debate, open lines of communication, comfort in interacting within groups, spontaneous expression
47. Structure –approach toward details, plans, systems and procedures “Flexibility vs. Structure” Acts on own initiative, enjoys real-time planning, flexible, readily accepting Balanced structure and flexibility, concerned with essentials Concerned with detail, logical thought processes, completion-oriented, systematic USUAL 0-39 40-60 61-99 Freedom from close control, minimal routine, variety, frequent change, sense of adventure A balance of reasonable predictability and opportunities to move ahead on own initiative Stable, orderly, predictable, systematic environment; an organized and structured framework; clarity NEEDS Either over-controlling details or over-looking routine matters Rigidity, over-controlling, excessive attention to detail, resisting unexpected change Neglecting systems, order, plans; disregarding details; resisting routine STRESS Issues to Consider: Managing meetings effectively, clarity of delegation, project management, time management, sustaining systems and procedures, organizational change
48. Authority –directing and controlling, verbal dominance “Suggest vs. Tell” Pleasant, agreeable, self-directive, suggestive, democratic Balances discussion with assertion, authoritative yet pleasant, self-directive Self-assertive, seeks to influence and excel, enjoys directing others, competitive USUAL 0-39 40-60 61-99 Peaceful environment, free from open disagreements and confrontations, agreeable and pleasant relationships Clearly defined authority, enabling balanced amiable and assertive relationships Authority figures that are strong and enforce boundaries, opportunities to discuss and debate NEEDS Either withholding viewpoints and opinions or voicing them too freely Demanding forceful direction, argumentative or provocative statements, domineering bossiness Resisting direction, difficulty speaking up, avoiding open disagreement, concealing authentic reactions STRESS Issues to Consider: Collaboration, cooperation, conflict management, use of authority, listening skills, openness to others’ ideas and dissent, quality of delegation and direction
49. Advantage –approaches toward incentives and trust “We vs. Me” Trustful, cooperative, well-meaning, idealistic, others-minded Careful while trustful, competitive while resourceful, balanced idealism and realism Competitive, resourceful, opportunistic, high regard for winning, respect for the individual USUAL 0-39 40-60 61-99 Team-oriented cooperative approach, atmosphere of mutual trust and loyalty A balance of opportunities to serve and help others as well as opportunities to compete and win Recognition of achievements, a sense of competitive advantage, reasonable, practical, opportunity to win NEEDS Becoming self-protective, either too idealistic or too opportunistic Overemphasizing quick success, too opportunistic or self-promotional, self-protective, over-competitive Gullibility, too idealistic, too impractical, protecting unrealistic ideals STRESS Issues to Consider: Risk-taking, security and stability issues, winning, materialism, intangible rewards, bargaining, negotiating, meeting efficiency
50. Activity –preferred pace for action “Mental expression vs. Physical expression” Reflective, receptive, thoughtful, idea-minded, efficient with energies/efforts Active yet thoughtful, balanced vigor and reflection Vigorous, persuasive, enthusiastic, energetic, operates on high energy levels for prolonged time periods USUAL 0-39 40-60 61-99 Idea stimulation, reflective thought, freedom to set own pace, time for ample renewal Environments that allow balanced thoughtfulness with action-orientation Outlets for activity and energy release, a busy schedule, situations that require action NEEDS Restlessness, boredom, fatigue Restless tension, impatience, edginess, inefficient actions, frenetic motion Low energy reserves, delaying action, avoiding accountability, tedium, discouragement, disengaged STRESS Issues to Consider: Urgency in decision making, balance between action and thought, patience with planning and pacing, self-management, personal effectiveness, reaction time
51. Challenge –self-imposed demands for achievement “Identity vs. Accomplishment” Confident in abilities, charm, self-accepting, enthusiasm, pleasant, at ease Confident but critical, pleasant, enthusiastic Pride in achievements, endures sustained opposition, introspective, driven, strong-willed USUAL 0-39 40-60 61-99 Opportunities to excel, criticism balanced with praise, activities that reinforce confidence Environments that are balanced in self-confidence and self-criticality Reassurance, encouragement from personally challenging work and life situations, continually elevated goals NEEDS Too critical of self/others, self-doubt or resisting opposition Self-punishing, loss of confidence, too critical of self/others, sense of worthlessness Too focused on image, blaming problems on circumstances, avoiding introspection STRESS Issues to Consider: Constructive feedback, criticism, disagreement, blame, expectations, accomplishments, goals, mistakes, recognition
52. Empathy –expressing and managing feelings/emotional data “Logic vs. Feeling ” Objective, practical, logical, definite/decisive in opinions, action over thought Thoughtful yet practical, objective yet sympathetic, warm yet practical Intuitive, insightful, genuine with feelings, sympathetic and caring, emotionally expressive USUAL 0-39 40-60 61-99 Practical and logical approaches, minimal emotional complexity Moderate emotional understanding combined with practical, logical objectivity Outlets for strong subjective feelings, emotional discussions, high regard for emotional data NEEDS Becoming too detached or dispirited, discouraged or insensitive Discouragement, over-sensitivity, too subjective, magnifying personal problems Low sensitivity, becoming impersonal, emphasizing immediate results, unaware of emotional data STRESS Issues to Consider: Performance reviews, feedback, encouragement, emotional intelligence, conflict resolution, objectivity, building relationships, approachability, urgent collaboration
53. Change –restlessness, preference for changing focus “Focused vs. Variety ” Able to concentrate, thorough, purposeful, resists distractions Attentive yet able to concentrate, resists undue distractions, adaptable Easy to stimulate, responsive, attentive, adapts easily to variety, ready to start new things USUAL 0-39 40-60 61-99 Minimum unexpected change, protection from interruptions, ample time to consider change, completion Moderate amounts of change, the ability to control distractions and gauge variety Stimulating and frequent change in activities/tasks, variety, novelty, relief from routing, changing priorities NEEDS Resistance to abrupt change, inflexibility or difficulty concentrating Restlessness, lack of perspective, weakened concentration, impatience Resistance to change, inflexibility, frustration, over-concentration, rigidity STRESS Issues to Consider: Reaction, sense of urgency, response time, speed of execution, distraction management, follow-through, concentration, self-discipline
54. Freedom –independence of thought and behavior “Conventional vs. Independent” Consistent, conventional, cooperative, restrained, values rules/procedures Individualistic yet restrained, consistent but responsive, consistent yet distinctive Self-directed, spontaneous, inner sense of freedom, responsiveness, unconventional, self-initiated USUAL 0-39 40-60 61-99 Consistency, predictability, well-established rules and procedures, order, certainty Consistent yet original, orderly while somewhat ambiguous Encouragement and support for individuality, acceptance of non-conformity, freedom for original thought/behavior NEEDS Over-control, defensive thinking, conforming reasoning Unpredictability, too individualistic, lacking consistency, non-conforming, rebellious Over-control, defensive thinking, conforming reasoning, restrictive, constrained, inhibited STRESS Issues to Consider: Team conforming, cooperation, collaboration, willingness to take initiative, resistance in work/social situations, creativity, strategy
55. Thought –approach toward decision-making “Action vs. Reflection” Matter-of-fact, decisive, action-oriented, preference for action over caution Reflective yet decisive, thinking before acting, quick grasp of situations Thoughtful, reflective, concerned with future consequences, draws on experience, weighs both sides USUAL 0-39 40-60 61-99 Minimal ambiguity, freedom to take immediate action, limited verbal exchanges Freedom to take quick action as well as reflect appropriately Ample time to consider all angles and possibilities, time to hear opinions and discuss options/suggestions NEEDS Hastiness or over-cautiousness Over-cautious, over-processing, unnecessary worry, needless postponing, fear of mistake, decision evasion, unsure of self Impulsiveness, over-simplification, hastiness, overlooking details, frustrated by ambiguity STRESS Issues to Consider: Decision-making, supporting analysis, degree of comfort with risk, consistency in positions taken, patience with decision-making, bottlenecking, approvals
56. The 11 Birkman Behavioral Components Esteem – sensitivity in relating to individuals Acceptance – relating to people in groups Structure – systems and procedures Authority – directing and controlling Advantage – idealism vs. realism Activity – preferred pace for action Challenge – self-imposed demands for achievement Empathy– involvement of feelings Change – restlessness, preference for changing focus Freedom – independence of thought and behavior Thought– approach toward decision-making
57. 1. Collect data on leadership and self 2. Pause, Challenge, Choose 3. Continue, Start, Stop 4. Create Flawless Goals 5. Refine and Follow-Through…