How To Tailor Your Communication Style to Meet the Needs of Others

It was a pleasure to be the guest blogger today on Jeannette Paladino’s Blog: Write, Speak, Sell (Profiting from More Effective Communication) where she asked me to write on: “Tailor your communication style to meet the needs of others “. Remember, that to learn more on this subject, and to receive your free DISC profile valued at $50, I will be presenting at the ASTD (American Society for Training and Development) breakfast meeting on Friday January 15th at 7:30am at El Parador.

DISC has applications that will assist you in conflict resolution, leadership development, team building, as well as in sales.  This tool is one of the most phenomenal tools on the market.  One, because it is “dead on” and can feel like you’ve had your hand read.  And two, because you can take it for different environments and occasions and it will show you and reflect how different you are say, at home than you may be at work; or how you relate to one problem employee compared to the rest of the employees; how you view and handle money; or even how you are in leadership as opposed to when you’re not.  This becomes invaluable to me, as an Executive Coach, when working with individuals or the company as a whole.  So, whether you come yourself, or forward this to a colleague or business partner, I guarantee that you’ll find value in this tool!

While You’re on Jeannette’s website, look around, she has not only done a beautifully job on her website, it is also informative and helpful as well.  Jeannette was senior vice president for the venerable Bowery Savings Bank where the experience indelibly impressed on her how a culture of communication can work magic with employees and customers!  Jeannette and I took the same blogging class that will begin again on January 11th.  You may want to learn all the wonderful ways to promote yourself and what you passionately believe in through a blog.  Check out the “ Become A Blogging Maniac ” webinar just click on the link in the article: “A Great Way to Promote Your Business and Work is with a Blog.”  One of the best things about this class is that if you miss a session, it’s posted so you can go back at your convenience to go through it.

The Challenges of 4 Generations in the Workplace pt. II

An example of the implications of our generational differences is in the way the Traditional Generation views and treats authority. They learned the value of subjugating their will for the good of the whole, paying the price for the freedom and peace of future generations. During two world wars, and The Great Depression, loyalty to authority, whether it be the government, or a company, was a value, and something to unquestioningly give your life for, and they did! Questioning authority didn’t exist! You did what you were told, when you were told. Whereas, Generation “X”, the most disillusioned generation to date, and for good reason I might add, watched their parents experience downsizing, mergers and acquisitions, leaving them without a pension, retirement, or even a job in some cases. The company mantra during those days was, “If it’s good for our company, regardless the impact on the employees, do it!” And they did, while their children, Generation “X”, watched in horror as a new set of values and standards was embedded in their conscience.  The day of the company/employee contract, where the company takes excellent care of the employee, and the employee gives their life to work for one company, was GONE! And with it, the days of the golden watch and parachute as well. Generation “X” learned that career development was now up to them. They would have to take care of themselves! Therefore, moving from job to job, to build their portfolio, is viewed as a necessity of survival, and who could blame them? Add to this tangled mix in a company the Boomers and the Millennial generation, with all of their varying values and perspective, and you have quite the puzzle. Yet, with all of this, I guarantee the employee puzzle can fit together well, if you will take the time to truly understand how to place, work with, and motivate each person according to their generational values, perspective, and individual needs.  In fact, they can even function extremely well together, but it does take a skilled leader/manager who is willing to learn this information. and apply it to their companies circumstances.

Fascinating isn’t it? And this barely touches the surface. If you would like more information, or learn about the generational workshop in Tucson with the Women In Transportation Organization in November, or to book a workshop, go to the Sign-Up/Contact page today and let Sue know.

One of The Best Profiles For a Leader or Manager, “FREE”

Free, that is if you’re in Tucson in January 2010 and attend the ASTD monthly meeting.  For over 30 years I’ve been conducting leadership development, team-building, conflict-resolution, and communication-skills to leaders, entrepreneurs, as well as staffs of their companies, and I have yet to find someone who isn’t completely amazed at how accurate this report reveals who you are, and how your respond.  Some have told me it was spooky how accurate it was, and felt like they’d had their palms read.  Although it doesn’t tell the future, it will surely explain how you’ll respond to things to come.  It reveals what motivates and de-motivates you, how you react and respond under pressure, what environment you thrive best in, which behavioral style you work best with, and which ones will be a challenge.  In other words, it will assist you in leading and managing with confidence, all those challenging employees and staff that you have.  It so transformed me when I was 22, that it has become not only the cornerstone of the work I do with people and companies, but a language my whole family uses on a daily basis to understand and give grace to one another.  Ask my now grown children, and they will tell you that they are continually sharing the knowledge and understanding of DISC with those around them, because well, it just plain helps you “GET” people!!  This is why I am so excited that Inscape Publishing, who I have been with for over  l6 years, is giving me the opportunity to provide a free, yes I said FREE, Management DISC report in January to those who come to the Tucson chapter of ASTD (American Society of Training and Development) meeting in conjunction with my presentation.  Don’t want to wait until then, or don’t live near Tucson but want this profile, contact me and I can give you more information.  I’m sure I’ll talk about this more, but for now, take a look at what it offers. everything-disc-management

Understanding How To Recruit, Retain, Motivate, and Work with our Generational Differences.

During these uncertain times of economic upheaval, in an inconsistent business world, where mergers, downsizing and layoffs are a common trend. Those organizations that recognize that the key differentiator is people, are the ones that will remain and even thrive. They will be the ones to make history instead of “BE” history. I believe that the dominant factor in those who are successful in working with people, are those that gain the tools that will assist them to understand, recruite, retain and motivate people. One such tool to expedite this process is, a clear understanding of the impact of each person’s generation. It is imperative that as a leader we learn to know how and why we act and react the way we do, and be able to distinguish the difference between each cohort’s values and preferences. Lastly, successful organizations then take this knowledge, and translate it into a workable strategic plan. They are the top organizations that will continue to be relevant and prosper. Do you know why the younger adults in your work environment live at the tip of their fingers IMings, twittering, and loitering on facebook?  Do you understand the Gen “X” cynicism, and the need to create a of trust before you can bring them fully on board?  Are you honoring those of the Traditional Generation in your midst, giving them classes on technology at their level?  And do you provide clear instructions in a polite, timely manner?  These are just a few of the critical successes factors that will increase your emotional intelligence, and give you the edge in working with the four generations currently working in the same company!

There is one caution that I have in all this. You have to realize that any time you are attempting to place people by groups, you cannot help but use general stereotypes to categorize them.  This means I run the risk of someone being offending by over-generalizing.  Maturity connotes that you may not fit certain stereotypes, because you have consciously worked to eliminate those particular weaknesses that tend to be indicative of a particular generational cohort.  Therefore, not everyone fits perfectly into the square boxe of their particular cohort. Understanding the dynamics, communication preferences, responses, and motivation of each generation is information that should be used for the explicit purpose of understanding, give grace, recruiting, managing and encouraging the people you encounter every day.

Want to learn more? There is a fun, and informative workshop coming up in September called “Generational Tsunami in the Workplace” that will provide you with these exact tools.  For more information, and to sign up, go to the “Events” page of this website to learn more.

It Does Matter for a CEO to Give Feedback and Communicate Appreciation

I want to thank Jeannette Paladino, my guest blogger today, Writer-in-Chief of Write Speak Sell, for making this valuable contribution to the success of CEO’s and all leaders/ managers.  Take close note of what she writes here.  Better yet, put it into practice.   In fact, as a young girl taking piano lessons I was taught to go straight home and practice what I had just learned.  The best way to grow the leadership skill mentioned below is the same way, by implementing what you’re about to read immediately.  Today, build the moral of your company, and set the tone for the day, by executing the steps provided for you in this post.

Whether we are employees or consultants working for a company, we all crave feedback.  We urgently want to know if we’re doing a good job.  And studies affirm that showing appreciation improves performance.  So why don’t most CEOs and managers give feedback?  The New York Times recently interviewed David C. Novak, CEO of Yum Brands on his management philosophy .

Novak said:  “People are starved for direct feedback.  Too many leaders don’t provide that feedback.” The best way to give feedback is to start with “this is what I appreciate about you,” he said.  Yum Brands includes the chains KFC, Pizza Hut, Taco Bell and Long John Silver’s.  Novak believes that “people have an innate need for well-deserved recognition.  Using recognition is the best way to build a high-energy, fun culture and reinforce the behaviors and drive results.”

No doubt what I call the culture of communication is strong at Yum Brands and managers down the line are emulating their leader.  Too bad this isn’t true at many other organizations. Very often the only feedback an employee gets is during his annual performance review.  Most managers think this is the time to unload on an employee for all the things she did wrong during the past year.  Sometimes a consultant’s only feedback is when his services are terminated.

The annual review is often a farce filled with generalities.  It is probably one of the most de-motivating experiences an employee can have.  I learned a lesson from the CEO of a bank where I was marketing director and also in charge of training.  He proselytized the “yellow lined paper” approach.  That is, give an employee immediate feedback – either praise for a job well done or counseling on how a job could be done better.  Then, write yourself a note on yellow lined paper and toss it in your desk drawer (the one where you lock your purse or briefcase).   Depending on your company’s policy, you can also drop an email to HR to be put in the employee’s file.

When it comes time for the review, the conversation simply summarizes all the previous feedback from your yellow lined pages.  There are no surprises.  The time spent should focus on what’s ahead and not what’s past.

So, if you’re a CEO or manager, remember to give praise where it’s due.  It will only make your company more successful.  What’s wrong with that?

By Jeannette Paladino, Writer-in-Chief
Write Speak Sell , http://writespeaksell.com

Seven Steps to Grow Into Leadership?

Can leadership be learned?  What do I need to do to gain influence?  These are two typical questions I receive repeatedly by those who have been promoted to positions where they need to direct, inspect, recruit, retain, and inspire people on their team to get a job done.  Yes, I believe leadership, to a large degree can be learned.  But first you have to:

1. Be teachable
2. Be willing to get out of your comfort zone and learn to take an interest in others as much as you do in accomplishing a goal or project.
3. Develop good listening skills.
4. Find a mentor, a coach to bounce situations  off of.
5. Read, read, or at least use your car as a rolling university and listen to books on CD;
6. Learn about Behavioral Styles, DISC!  A great too in your arsenal.
7.  Own your mistakes, say you were wrong, therefore, leading by example.  They will appreciate you more  if they know you’re human, and able to step up to the plate and take responsibility.

As a young leader I enjoyed multiple projects launching simultaneously.  I remember one time I was almost finished with am assignment and had already begun strategically preparing to catapult into the next program when three people approached me.  They were upset that I had volunteered to take the next role, leaving them behind.  I didn’t get it, they were all upset about me leaving.  It wasn’t until one of them took me out to coffee, and explained that they were on the project because I was leading it, that it dawned on me.  I was on the project for the satisfaction of a job well done.  Isn’t that what everyone’s motivation is?  As far as I was concerned, it had been a resounding success and I was moving forward.  They were on the project to be around me!  Wow, what a revelation.  It was then I discovered people join things for different reasons.  It was a real shock, and wake up call.  It would have never occurred to me that people were there for any other reason than to get a job done.   Learning DISC was the beginning of a lifelong journey into understanding the values, motives, and differing styles of people.  This knowledge alone has transformed my life and lead me into projects, places and opportunities I could have never envisioned.  This understanding has given me the knowledge needed to recruit, retain, motivate, correct, and direct people in small and large projects.  If this intrigues you, and you want to know more, check out the tele-class workshop coming up the end of June.  I guarantee, you’ll never be the same!  Go to the EVENTS page to learn more, then sign up on the SIGN UP pag and take the challenge.  The people challenge that is.  It will become one of your very greatest tools in your leadership career.

The Five Dysfunctions of a Team

THE FIVE DYSFUNCTIONS OF A TEAM gives you the framework for understanding how and why companies get really messed up, and what you as a leader can do to build a great work culture.   I am usually called in to revive a leader, or his/her team as a last resort.  Kind of like marriage counseling is to couples, they don’t get help until it’s almost too late.

If you want to expedite your leadership learning curve,  save thousands of dollars in consulting and coaching fees, then learn this material.  Then, call me to do a fun team building retreat, or a strategic plan instead of conflict resolution.  But if you’re already in the trenches with your employees firing at you from the enemy line, I do love a challenge.  Do know that if I can learn leadership principles that can turn an organization around, anyone can!  It’s not an accident you’re where you are, and it’s not failure to get the coaching you need before it’s urgent!  Enjoy the video . . .

How my Leadership Ladder was Climbed I

Part I

Why is this blog called “Confessions of an Accidental Leader”?  It’s because I myself never set out to “BE” a leader, or to be “LEADING” leaders.  It was a natural progression of my interests, passion, and personality 30 years ago.  It began when a friend shared that if you read 7 books on any one given subject, that you would be considered an expert in that field.  While recuperating from surgery, I attempted just such a feat by consuming anything I could get my hands on regarding the behavioral styles method called DISC.  From there, for fun and personal enjoyment I began sharing the information informally with groups.  People found it instantaneously fascinating, and particularly helpful, so I was soon asked by friends and their husbands to conduct workshop for their office staff and employees.  What started as a hobby, launched me into the arena of entrepreneurship,  consulting, coaching, training on team-building, conflict resolution, communication and ultimately leading.  I’ve since become certified in a myriad of applicable competencies see: www.dpdwebsite for more information on my journey.