Creating a Plan for Positive Influence LDR/531 Johnny Morris September 29, 2010 Creating a Plan for Positive Influence You can help leaders achieve positive change in behavior in three ways. One way is gree on one desired behavior to change—one that will make the biggest positive change in leadership effectiveness. Pick only one or two areas. Leaders can’t be expected to change behavior if they don’t know what desired behavior looks like. The second way is determine who should weigh in (six months later) on whether change has occurred. By agreeing on the desired behaviors and key stakeholders, you ensure buy-in to the process.
The third way is to make “feedforward” suggestions on how to improve targeted areas. Keep conversation positive, simple, and focused. If you’ve made mistakes, apologize and ask for help in changing the future. Listen to suggestions; don’t judge them (Goldsmith, Wagner 2009). According to Chapter Four, in our readings, personality is described as the sum total of ways in which a person reacts to and interacts with others. Personality traits are the characteristics exhibited in a large number of situations. Examples of these characteristics can be shyness, aggressiveness, timidity, loyalty, etc.
To learn what our differing personalities are and if we could work as a team, we took the Prentice Hall and DISC Platinum Rule Behavioral Style assessments. In this case, I’m writing about Shellaree, Angel, and myself. For the results of the Prentice Hall Assessments for Angel, Shellaree, and I, our scores were different. For Emotional Intelligence, I scored 33, Angel scored 38 which means she has a high EI (emotional intelligence), and would have success at interpersonal skills & would display great performance as a manager. Shellaree’s score was 42, which also displays excellent potential for management skills and leadership.
Scores of 40 or higher indicate a high EI. The results reflect that we wouldn’t have difficulty managing others and working in teams. I am very capable of working as part of a team. The Analysis and Interpretation section of the “What Do I Value? ” portion states that values are basic convictions of what is right, good, or desirable. My values reflect what I think is important; there are no right or wrong values. For this part, I can only speak for myself; the first two terminal values most important to me are happiness; satisfaction in life and self-respect.
The most important to me is that I am in a place (mentally) in which I am satisfied with my life and I have respect for self. The instrumental values are self-sufficiency; independence, and dependability; being counted upon by others. The most important of these values is that I value my self-sufficiency. I do not want to have to depend on others for support. The one thing I pride myself on is that I am the kind of person that someone can depend on; I am a “man of my word,” so-to-speak. I may not have worldly riches or be the smartest person in the world, but my word is my word.
If you do not have that, you have nothing—that is the way I was brought up. The assessment on “How Involved am I in my Job? ” Angel scored a 30, Shellaree scored a 20, and I scored 33. Scores above 40 indicate a high involvement in the job and scores below 25 indicate a low involvement. The Analysis and Interpretation did not offer details about the low involvement scores. On the “How Satisfied am I with my Job? ” category, I scored 61, Shellaree scored 42, which represents her not being satisfied with her current position. Angel scored 66 and is currently searching for another job opportunity.
By all indications, we are not generally happy in our jobs. In the “What are my Attitudes toward Workplace Diversity? ” Assessment, I scored a 2, Angel scored 15, and Shellaree scored 25. They fell into the +35 to +11 range which indicates that we are diversity optimists; I fell into +10 to +1 which indicates I am a diversity realist. In the DISC Platinum Rule Behavioral Style Assessment, I am the S Style (Steadiness). According to this assessment, the Cautious Styles are analytical, persistent, and systematic people that enjoy problem solving.
They are detail-oriented which makes them concerned more with quality than quantity and they enjoy perfecting processes, working towards tangible results. It also goes on to say that the C Style personalities have high expectations of themselves and others, so much so that they become over critical. Their strengths are detail-oriented, dependable, independent, persistent, follow-through, and organization. The S Style personalities are warm, supportive, and nurturing; of the four styles, they are the most people-oriented. Their trengths are excellent listeners, devoted friends, reliable, have follow-through, and are loyal employees. S Styles do not like interpersonal conflict, are oversensitive, slow to begin action, and are poor at setting goals. The analysis goes on to state that they are also risk-averse, which means that they do not like change and would rather endure unpleasant environments than risk change. Of the two behavioral styles, the C Style would seem to be more of the “task-master”, the focused, let’s-get-this-done attitude, which, there is nothing wrong with that, but they may come across as bossy.
However, the job would get done in a timely fashion because people would be held accountable for their part of the project. The S Style, on the other hand, may give the impression of being too laid-back; but they are not lazy, they are just as hard-working as the other styles. The S Styles may bring some calm into the team environment so as not to feel too stressed or overwhelmed, but yet, at the same time work steadily to help the team reach its goal.
Taking these personalities into account, if I were manager, I would motivate my people by praising their hard work publicly—in a staff meeting—addressing them individually, as well as a team. I would give them the incentive to work harder by giving raises annually for exceptional/outstanding work. I would also reward their efforts with “Employee of the Quarter”-type recognition awards or perhaps allow them to earn extra time off. In order to help my staff if they are struggling professionally, I would implement extra training, if need be.
If there is a problem within the team, such as a conflict, I would meet with the offending parties to talk things out and to find a mutually agreeable solution; this way it would not seem that I am taking sides. In conclusion, each and every one of us have differing personalities, values, backgrounds, and work ethics. The key to working as a cohesive unit in the business world is to get to know each other and respect each other’s differences and appreciate the contributions each team member can bring to the table.
It is a give and take, compromising world but we should include everyone and encourage engagement in working together. An engaged employee is a happy employee (Anonymous, 2008).
Reference: Goldsmith, Marshall; Wagner, Frank. “Influence Decisions” Leadership Excellence, Oct2009 Vol. 26 Issue 10, p4-4, 2/3p; (AN 44492061) Anonymous, . PLAN MEMBER ENGAGEMENT. (2008, November). Benefits Canada, 32(11), B4-B6. Retrieved September 29, 2010, from ABI/INFORM Complete. (Document ID: 1615414651).