Training Industry Quarterly - Fall 2009 - (Page 9)

WINNING ORGANIZATIONS THROUGH PEOPLE | DR. MICHAEL O’CONNOR THERE ARE THREE KEY ACTIONS REQUIRED FOR SUCCESS WITH PEOPLE. THE WINNING FORMULA FOR PERSONAL SUCCESS his is the final installment in this three-part series (see Spring and Summer 2009 issues of Training Industry Quarterly) about understanding and capitalizing on work styles as key elements in building a winning organization. In this installment, the focus is on practical “how-to actions” for significantly increasing our batting averages with others. To demystify what’s required there are three key actions required for success with people: 1) Understanding ourselves and others; 2) A positive attitude toward working successfully with the variety of people; and 3) Adapting when required to be more successful with the range of different people and situations. Three of the four primary (“DISC”) work styles have a .250 batting average—certainly just marginally acceptable performance for working successfully with different types of people for task performance. By contrast, all four work styles have much better chemistry socially with those two work styles most like themselves. However, since winning organizations must be productive and aren’t country clubs, each work style has opportunities for significantly improving this aspect of their performance. You still might be wondering “But why do I have to do this?” The answer, quite simply, is because all four types of work styles will always exist! Additionally, the most difficult people for us to work with may also be the most capable or most committed and thus critical for the success of our organization. T But how can we raise our batting average with the different types of work styles? A crucial key to our success with others is becoming more adaptable: If you are a Dominant Director, adapt by better managing your natural over-emphasis on controlling people and situations and through more supportive practices like open-minded listening. If you are an Interacting Socializer, adapt by better managing your over-emphasis on approval from others and by more directive practices like focused follow-through. If you are a Steady Relater, adapt by better managing your natural dislike of change and with more directive practices like being expressive and assertive about your thoughts and views (not aggressive). If you are a Cautious Thinker, adapt by better managing your natural tendency toward unneeded perfectionism and finding fault and through more supportive practices like appreciative praise. Winning performers have made these types of personal changes again and again, and it is doable for you, too. The only question is whether you too will NOW do it! Dr. Michael O’Connor is a recognized thought leader, executive coach and founder of Life Associates, Inc. Michael is the co-author of “The Leadership Bridge Program (Situational Leadership II & DISC)” and the book, “The Leader Within.” E-mail Michael at droconnor@lifeassociatesinc.com. Training Industry Quarterly, Fall 2009 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Fall 2009

Training Industry Quarterly - Fall 2009
GeoLearning
From Where I Sit
Contents
Ad Index
Partnering for Performance Conference
At the Editor’s Desk
Raptivity
Winning Organizations Through People
The Training Associates
Learning Technologies
TrainingIndustry.com
Performance & Productivity
Adobe
The Power of User-Generated Learning Content
Training Industry Quarterly
Upside Learning
Designing Learning Games to Meet Business Goals
General Physics Corporation
Creating Effective Learning Measurement Dashboards
University Alliance
Managing Innovation in Corporate Training
Coldwell Banker: Managing Opportunity & Change
Organizational Enablers of Good Measurement
Closing Arguments
Learning Content Network

Training Industry Quarterly - Fall 2009