Understanding People & their Personalities
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Different personality types approach conflict in different ways. By understanding people’s personalities, you can understand their orientation to conflict. This session creates awareness of the four personality types and their likelihood of using certain ways of dealing with conflict.
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Be Open Minded
Listen to all content; suspend judgment about its value
Treat Feedback as Opportunity
This is your opportunity to understand your reviewer’s thinking process. Interrupt and you miss that opportunity to improve.
Clothe With Receptiveness
Adopt an attitude of 100% receptiveness, don’t ever begin to defend or justify your action.
Ask for Clarification. Always
Clarifications are to improve your understanding precisely, not to defend or negate the feedback.
Do not Debate
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Finally, Let Silence do the Heavy Lifting
Five signs that indicate silence is needed
Interrupting by talking over some one else
Formulating your response while some one is talking
Using a break in the conversation to create a distraction to change topics
Talking in circles
Monopolizing airtime
___________________
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#Hr #Performance Appraisal #Feedback
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2) For positive feedback, the tips include giving it right away, evaluating if it should be public or private, ensuring the praise matches the effort, and providing frequent feedback on both big and small successes.
3) For negative feedback, the tips are to get your emotions under control first, give it privately, focus on the behavior not the person, give it right away, and allow the student to process and respond after delivering the feedback.
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As Supervisors & Managers, we always want to help our teams to improve by giving help & advice. However, the way we give feedback can actually have the opposite effect.
According to Nobel Prize-winning scientist Daniel Kahneman, humans experience approximately 20,000 moments everyday, defined as a few seconds which our brain records as an experience. Scientists have proposed that our brains keep track of positive & negative moments & that a running tally in our
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Student Success Seminar
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Using neuroscience to make feedback work & feel better
1) A study found that giving or receiving feedback elicits anxiety in participants, as measured by increased heart rates. Asking for feedback, rather than just giving it, reduces anxiety and leads to more honest and constructive feedback.
2) Feedback is essential for organisms and organizations to adapt and improve. However, typical feedback conversations activate the brain's threat response and put people on the defensive.
3) To make feedback more effective, organizations should encourage a culture of asking for feedback - specifically, asking for feedback that is broad, explicit, and frequent. This establishes psychological safety and puts people in a learning mindset.
Assertiveness
The document discusses assertiveness and provides definitions and techniques for being assertive. It defines assertiveness as pursuing your goals and the goals of others, looking for solutions that respect both parties. It also discusses how assertiveness allows you to get positive results in difficult situations, develop self-confidence, and obtain what you need without feeling guilty. Assertiveness techniques outlined include identifying blocks, putting yourself in the picture, making "I" statements, choosing the right moment, and stating the issue while using positive language.
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It is most recommended that one learns all the 7 Habits in order.
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Do’s and don’ts giving and receiving feedback
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The document provides guidance on giving and managing constructive criticism. It discusses:
1. Constructive criticism should be helpful, reasoned, and provide ways to improve. It should be clear, specific, detailed, and actionable.
2. When managing criticism, take notes to separate emotions from the feedback. Listen without getting defensive, and keep an open mind to different perspectives. Not all criticism needs to be accepted.
3. Additional tips for giving criticism include ensuring it is truly constructive, necessary, and preceded by at least two compliments. The intention should be to help rather than criticize harshly.
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The document provides tips to improve emotional intelligence (EQ) in 5 areas: self-awareness, self-management, social awareness, relationship management, and validation. It discusses strategies like self-reflection, managing self-talk, observing social interactions without judgment, and giving constructive feedback. The document emphasizes that developing EQ takes honesty, patience, and small adjustments over time, as emotions can be contagious positively or negatively within teams. Resources for further learning include books on communication, empathy, and emotional intelligence.
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Companies everywhere are searching for ways to improve employee performance. Many look towards employee ratings and bonuses for the solution, but find this simply isn’t moving the needle as desired. Perhaps the problem is we’ve been tinkering around the edges rather than tackling the issue where it’s hardest: improving the quality of managerial conversations.
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The 7 Habits of Highly Effective People- Stephen Covey
The 7 Habits of Highly Effective People- Stephen Covey.
The 7 Habits of Highly Effective People, first published in 1989, is a business and self-help book written by Stephen Covey.
Diagnosing the character’s mind
Using literary tropes and psychology to understand common character types and allow storytellers to create their own.
Communication styles ppt 2
The document describes 4 basic communication styles - passive, aggressive, passive-aggressive, and assertive. Passive communicators avoid expressing feelings and needs, leading to low self-esteem. Aggressive communicators violate others' rights to advocate for themselves. Passive-aggressive communicators feel powerless and sabotage others indirectly. Assertive communicators clearly state feelings and needs without violating others, building high self-esteem and healthy relationships.
Conflict management
The document provides information on assertiveness and conflict management techniques. It defines assertiveness as expressing personal rights and feelings. It discusses the importance of being assertive and the consequences of lacking assertiveness. Assertiveness training is presented as a way to increase assertive behaviors and decrease passive or aggressive behaviors. Assertiveness training involves developing non-verbal communication skills, recognizing personal rights, expressing feelings and needs, practicing responses, and learning to say no. The document also discusses what conflict is and provides several ways to manage conflict, such as staying calm, listening to other perspectives, brainstorming solutions, and seeking help from mediation services.
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Hire On Future Potential Or Past Performance
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
The Big HR Shifts for the Future
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
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To communicate effectively, one must be assertive. Being assertive isn't aggression. There is a big difference. What's the difference?
Five Conversations Framework
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
The Three Key Elements of Productive Working Relationships in Teams
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What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
Characteristics of Team Identity
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
Facilitating a Team Debriefing for Impact
The document discusses facilitating effective team debriefing. It recommends using an After-Action Review (AAR) structure to review projects. An AAR focuses on what systems worked well, what didn't, and how to improve for the future. It also discusses building team identity to enhance performance. The document promotes a book by Dr. Tim Baker on using AARs and developing team identity, and provides a link to register for an upcoming online seminar on the topic.
How To Be A Continuously Improving Team
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
The Eight Characteristics of High Performance Teams
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The Seven Keys to Managing Expectations
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Maximizing Feedback for Maximum Effect
The document discusses how to frame feedback for maximum effect by providing specific, timely feedback focused on the future in a private setting. It recommends emphasizing strengths as well as weaknesses, seeking causes, and avoiding confrontation. It also advertises an upcoming webinar on managing expectations and offers a discounted book on feedback and engagement.
Giving Remote Feedback
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
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Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
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Understanding People & their Personalities
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au Understanding People & their Personalities
- 2. Unit 1—The Five Approaches to Dealing with Conflict Unit 2—Understanding People & their Personalities Unit 3—Managing Emotion in Conflict Situations Unit 4—Being Assertive, Not Aggressive or Passive Unit 5—Essential Communication Skills for Conflict Resolution Unit 6—Giving & Receiving Constructive Criticism
- 3. The Four personality types Overview of the personality types Tips on dealing with each personality
- 4. To provide you with a fun & practical tool for understanding yourself & others & how they deal with conflict
- 6. Personality Profile Owl Lamb Peacock Bull Introvert Extrovert Task People
- 7. Peacock Primary Motivation: Being Popular Characteristics: Extrovert, Talker, Optimist Strengths: Appealing personality, Creative & colourful, Energy & enthusiasm, Inspiring Famous People: Paris Hilton & Billy Connolly I like to be liked and therefore I avoid conflict wherever possible
- 8. Bull Primary Motivation: Being Powerful Characteristics: Extrovert, Doer, Optimist Strengths: Born leader, Goal oriented, Moves quickly to action Famous People: Madonna & Hilary Clinton Conflict can be a means to an end. I won’t back down; it’s a sign of weakness
- 9. Owl Primary Motivation: Being Perfect Characteristics: Introvert, Thinker, Pessimist Strengths: Schedule oriented, High standards, Orderly & organised Famous People: Roger Federer & Leonardo Da Vinci I hate criticism & I am prone to suck
- 10. Lamb Primary Motivation: Being Peaceful Characteristics: Introvert, Watcher, Pessimist Strengths: Competent & steady, Peaceful & agreeable, Mediates problems Famous Person: Keanu Reeves (actor) & Kirsten Stewart (actor) Peace is important to me & I won’t rock the boat. I’d rather say nothing, than deal with confict
- 11. Peacock • Being extroverts, they will often speak their mind • Realise they sometimes talk without first thinking • Recognise their good efforts • Sometimes they will want to please than confront • Finish on a positive note
- 12. Bull • If you threaten their status & power, except conflict • Insist on two-way communication • Know they don’t mean to hurt • Be firm and to the point • Realise that they are not noted for there outward displays of compassion
- 13. Owl
- 14. Lamb
- 15. Treat people how they want to be treated
- 16. Your homework Complete the diagnostic in the learning platform to understand your personality strengths & weaknesses.
- 17. Unit 1—The Five Approaches to Dealing with Conflict Unit 2—Understanding People & their Personalities Unit 3—Managing Emotion in Conflict Situations Unit 4—Being Assertive, Not Aggressive or Passive Unit 5—Essential Communication Skills for Conflict Resolution Unit 6—Giving & Receiving Constructive Criticism
Editor's Notes
- Explain the profile Complete the profile Get a show of hands Talk about task & relationships
- Review the peacock and go straight into video
- Revuew and straight into the video
- Review and straight into the video
- Review and straight into the video