Many organizations invest in team building events where games are played and discussions facilitated but little is actually accomplished to address fundamental improvements in how the team functions. Many of these approaches are actually effective AFTER a proven method for improving self and team awareness is executed, but this is not common.
Contributed by alan on 12th of February 2021 11:59:39 AM
Here we continue, somewhat belatedly with part 2 of our discussion on assisting others in reaching their full potential with validated behavioral data. Here, in part 2, we discuss how the coaching manager is prepared for explaining the behavioral suitability data to the assessee. Specifically three areas are discussed:
Contributed by Charlene Castillo on 28th of August 2020 06:36:31 AM
Today, I want to draw your attention to a short discussion of some key elements of being a leader in a volatile unpredictable time - being an Agile Leader. Necessarily this requires being able to distinguish between simple, complicated and complex decisions and the ability to use the appropriate process and style for each (or suffer very negative consequences. In this discussion, Trish Gorman of Columbia Business School summarizes her list of the 6 traits of an agile leader. One additional point that I would suggest, is to broaden the "awareness" attribute to include self and team as it is the foundation. Of course, we are biased as this is the core of our practice.
Contributed by Charlene Castillo on 2nd of June 2020 01:01:40 PM
Using accurate behavioral suitability data that lays out one's motivations, tendencies, attitudes and behavioral competencies greatly increases management effectiveness when used properly. Unfortunately, when we discuss this with many, they think about their efforts to use personality typing data, trying to find value in D or I or E or N "types". In fact, using "types" can often make the understanding of the person even murkier for a variety of reasons, but focusing on actual traits where the trait's intensity is accurate and where negative traits are also measured, provides a much more powerful method for improving management interactions.
Contributed by Michelle Serra on 22nd of May 2020 01:08:50 PM
Back in 2003, we started a new process with executive teams who had just been through debriefs on their behavioral assessments focusing on both their leadership, interpersonal and personal effectiveness behaviors and how effective they are in initiating, motivating, implementing and maintaining in each area. We found that even after positive even emotional experiences improving their self-awareness and better understanding their causal factors underlying their behavior, a few weeks later, many reverted back to previous behaviors with little benefit. We hypothesized that if they had to share their perceptions of others and then share their actual behavioral tendencies (assessment sc
Contributed by alan on 28th of April 2020 07:29:07 AM
Hungry- a bag of potato chips is worth a lot, if you just got out of a big dinner at Morton's or Ruth Chris, there is little or no marginal benefit. In organizations, if you have a highly disorganized and unfocused hiring process, there is a huge benefit to simply implementing some basic systems for managing candidates, planning your talent and structuring your interview process. On the other hand, many organizations, especially those that have not had a hiring push recently, will not be fully conscious of their lack of basic processes or systems for this purpose.
