We are all different and thats ok

© Copyright 2013 MoreFrom Coaching Ltd The information contained herein is subject to change without notice.1
We are all different and that's ok:
How to get the best out of a diverse team
Date: 28th June 2017
Venue: APM event, Atkins, Bristol
COACHING LTD

About me: John Hardwick
Live in Downend in Bristol.
Married, 3 children, 1 grandson.
Engineering career, 26 years at HP, 18 years in leadership,
10 years part time HP internal coach, now self employed.
Qualified with The Coaching Academy;
• Diploma in Life Coaching 2004 (distinction)
• Diploma in Corporate & Executive Coaching 2011 (distinction)
Accredited ICF coach (International Coach Federation).
Low Carbon South West member

What’s your experience of leading people?
What you learnt
the hard way
What went wellWhat situationsWho were they?

Here are some outcomes.
Understanding diversity in people’s style and approach to work.
Knowing how to adapt your own PM style to connect better with them.
Building trust via rapport, attention, and communication.

Here’s what we’ll do
General
intro’s
Pyscho-
metrics
Inter-
personal
Rapport as
spoken
Body
language
1 2 3 4 5
• 20 minutes • 20 minutes • 30 minutes • 20 minutes • 30 minutes
Break

Ground rules – are we agreed?
No distractions Phones and PC’s off please.
Confidentiality Respect, develop trust, make it safe.
Openness Willing to share your thoughts, goals, concerns etc
Take some risk Trust your colleagues, build supporting relationships
Explore risks Trust in yourself

Personality, styles and types
Dozens of ways to assess people.

It’s a puzzle, but here’s a clue; we’re different AND
it’s ok
Aspect Types
Taking in our
energy
Extrovert/Introvert (E/I)
Taking in
information
Sensing or iNtuitive? (S/N)
Processing the
information
Thinking or Feeling? (T/F)
Viewing the
world outside
Judging or Perceiving? (J/P)

MBTI – 16 types

And now for the funny stuff (funny peculiar that is)

What can you do as leaders?
General
Appreciate difference, approach people differently, influence differently,
lead differently, foster respect for difference. ADAPT AND CUSTOMISE
E or I Acknowledge contribution in meetings and when working alone.
S or N
Focus on the present (the facts and figures) or on the future and the
patterns of its make up
T or F
The logic, analysis, cause and effect. Or the values, effects on people,
trust in hunches
J or P
“I need to see the plans and the milestones”. “Let’s get started now, I’m
ready to tackle this whatever happens”

Your approach?
Team members Team members
E I
S N
T F
J P

Belbin team roles
Some PM questions
What are their Belbin profiles?
Do I have a good mix in the team?
What do they need from each other?
What do they need from me?
What could create conflict?
How can I build on their strengths?
How can I stretch them?
What would be a bad fit of role?

9 motivations of work in 3 key areas.
Motivational Maps
ACHIEVEMENT
• Builder
• Director
• Expert
RELATIONSHIPS
• Friend
• Defender
• Star
GROWTH
• Spirit
• Creator
• Searcher
Report provides:
Top 3 motivators, and insights.
Lowest motivator, and insights.
A typical profile (based on 100’s of inputs)
Overall level of motivation.
Satisfaction level for top 3.
Action plan template.
Opportunity to discuss feedback from the
process.

Honey & Mumford model

Discussion point –people diversity
What makes people different?
What are their strengths?
Share experience of people who can be
hard to get on with.
What can you do about it?
You will have a mix in any team

Social perceptions (mapped on to Insights)

Where do you see yourself? (in relation to the other
leaders)
TELL
CONTROLLED
EMOTE
ASK
PLACE YOURSELF HERE
Do 1 axis at a time
Add names using scaling (not just the quadrant)

Where do you see yourself? (in relation to your team)
TELL
CONTROLLED
EMOTE
ASK
PLACE YOURSELF HERE

“Rapport: Relationship, especially one of mutual trust or emotional affinity”
Rapport introduction
Authenticity
Shows you mean business.
Key elements
Scene setting, language –
body, verbal, non-verbal.
Mutual attention
Start rapport building with
a 2 minute clearing.
Foundation
To open and honest
communication.

Representing the world – our principle senses
• Everyone has a preferred way in which
they perceive and represent the world;
it’s their model.
• Most have one (sometimes we share
two) of these three:
 Visually (what you see)
 Auditorily (what you hear)
 Kinaesthetically (what you feel)

EXERCISE: What’s your preferred language style?
(V, A, or K)
Do the personal assessment questionnaire.

Rapport: Spoken Language
 Language gives us V A K information!
• So follow their preference (not
yours) to create and maintain
rapport.
• This allows them to focus on them,
not you.
• Take care with paraphrasing. Helping
them think could be more important
than content.
• Key word list is on the next page.

Word cues
See you later Hear what I’m saying .. I feel..
Lets focus on.. Hear Get hold of..
I want to look at .. Sounds good Get a handle on..
I see what you mean Let’s talk Hold on to..
It’s a bit hazy to me Listen Come to grips with..
Picture it Blabbermouth Clinging on to..
Look at it from my angle Give an account of.. Cool, calm, collected..
Watch out Tuned in/out Hot under the collar
It appears to me that.. In a manner of speaking Sharp as a .
I noticed that.. Within earshot Pull more strings
Photographic Word for word Push my buttons
Picture That rings a bell Start from scratch
Short sighted Question Slipped through
It looks as if.. Make music Scrape
See High/low pitch Catch
Appear Deaf Unfeeling
Vision Rhythm Solid
VISUAL AUDITORY KINAESTHETIC

Rapport exercise: Language preferences
 Language preferences: 3 volunteers please
 Decide for yourself which is their preferential style:
• Visual
• Auditory
• Kinaesthetic
 What else did you notice?

Discussion point
What makes language different between
different people?
What did you notice?
What were you concentrating on?
What can you do differently?

Rapport: Auditory non-verbal
Voice tonality
Speed
Sounds:
• Tuts, clicks
• Ahs and Umms
• Mmmms and sniffs
• Coughs and splutters
• Grunts and sighs
• And
• SILENCE
All tell you something… ask what it is

Rapport: on silence
• We generally find silence uncomfortable..
• It creates tension
 Which can help
 Allow it to hold the tension
 Maybe they’re processing your question:
• Especially if you can see eye movement
- In which case, WAIT until it stops.
 Often the other person will say something really important just after you break
the silence
 Ask what the silence means if necessary..

Eye movements
Here’s a useful link (http://www.blifaloo.com/info/lies_eyes.php)
-----V-----
-----A-----
-----K----- RememberedCreated
(as you look at someone)
Visual, Auditory, Kinesthetic (feelings)
Be careful, this can be reversed if they are left-handed!

Exercise: Eye Observation
• In pairs, 2 mins each:
 Very carefully, watch your partners eyes (left, right, up, middle, down) as they describe a
recent meal they had
 Swap places
• Still in pairs, 2 mins each:
 Repeat, describing a meal that you’ve never eaten.
• When you are describing, provide as much information as possible.

Discussion point: Eye observations
What did you notice about the eye
movements?
What did you expect?
What surprised you?
Could you tell the difference between a
remembered meal and a created one?

Body & face language
• Head & hands
and arms and gestures and legs and fingers and feet all tell you something.
• Body
• posture, weight distribution (right/left, forward/back), breathing, all tell you
something.
• Face
• facial expressions, eye contact, eye movements all tell you something.
• Subtle matching or mirroring of the other person can demonstrate rapport:
• Once in rapport you may be able to lead (and reach agreement more quickly)
• Mismatching:
• Employ intentionally to break state:
 To interrupt, break a cycle, address a red-herring or tangent, re-direct attention
 To indicate non-verbally that the meeting is coming to an end
 But do it with care (or you could damage the relationship).

Key take-aways
Body
& eyes
Language
V A K
Inter-personal
assessment
Personal
Assess
ment
Be aware
and adapt

Reference materials
Dan Pink’s “Drive” in 10 minutes: http://www.youtube.com/watch?v=u6XAPnuFjJc
Ken Blanchard: “The One Minute Manager”
Situational leadership: http://www.mindtools.com/pages/article/newLDR_44.htm
Myers Briggs: check out Google “Myers Briggs Type Indicator”
Belbin team roles: http://www.belbin.com/

Learning into action
Specific
actions
How to use it
So, what are the
implications?
Best insight
And Feedback forms please

We are all different and thats ok

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