HR Pulse - Winter 2007 - (Page 52) Whether the goal is forming a new team or trying to improve the productivity of a struggling department, understanding the meaning of each person’s behavior and how to maximize their strengths can make all the difference in the world. >> TEAM, KNOW THYSELF Understanding Behaviors Research conducted by Harvard, the Carnegie Foundation and the Stanford Research Center has shown that 85 percent of a person’s success is directly related to people skills, rather than technical knowledge or intelligence. Knowing that fact, it only makes sense that if you know how to communicate effectively with others, you will be more successful in the workplace and in your relationships. The more you learn about yourself and how you communicate, the better you will be able to identify others’ behavioral styles as well. When your objective is understanding how individuals behave at work and learning how to open the lines of communication between team members, there are many tools available. Whether the goal is forming a new team or trying to improve the productivity of a struggling department, understanding the meaning of each person’s behavior and how to maximize their strengths can make all the difference in the world. n Bridgette Dipboye is the director of marketing and research and Dale Hannegan is the director of placement services with RadSciences Group. They can be contacted at bdipboye@radsciences.com and dhannegan@radsciences.com. barriers in a plan. Managers can take refiners’ strengths into consideration by making sure there is adequate time to make quality decisions and uncover fl aws. • Executors generally maintain order and organization within the group—they are motivated by the completion of a project and assure quality of the final product. Managers can help executors be successful by ensuring that objectives are clear and direct. • Flexers are a combination of most or all of the roles and can often adapt to fit the team’s needs. 52 HR Pulse Winter 2007
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