september 30, 2013 the 3 powerful s’s - management...

Name: _______________________

Open Doors USA ALL STAFF MEETING September 30, 2013

The 3 Powerful S’s

Facilitated by: John Pearson Associates, Inc.

www.ManagementBuckets.com

OPEN DOORS USA All Staff Meeting The 3 Powerful S’s September 28, 2013 of 24

© Copyright 2013 All Rights Reserved.

Permission granted to photocopy and use these materials in your own organization.

John Pearson Board Governance & Management Consultants JOHN PEARSON ASSOCIATES, INC.

P.O. Box 74985 San Clemente, CA 92673 USA

Mobile Phone 949.500.0334 [email protected]

www.ManagementBuckets.com

Book: Mastering the Management Buckets:

20 Critical Competencies for Leading Your Business or Nonprofit ManagementBuckets.com

eNewsletter:

Your Weekly Staff Meeting “a book review and a bucket commentary every issue”

eNews Archives: www.urgentink.typepad.com Complimentary subscription: www.ManagementBuckets.com

Management & Board Governance Consulting

Board Governance Consulting CEO & Senior Team Coaching

Strategic Planning Professional Development Workshops & Retreats

Governance Blog:

http://ecfagovernance.blogspot.com


Building and Sustaining Staff Relationships by Understanding and Leveraging

The 3 Powerful S’s

Spiritual Gifts: What You Do Best in the Body of Christ: Discover Your Spiritual Gifts, Personal Style, and God-Given Passion, by Bruce L. Bugbee

This is the Spiritual Gifts 101 book. You can also read, of course, Romans 12, Ephesians 4 and many other New Testament chapters.

Discover Your Spiritual Gifts (Updated and Expanded), by C. Peter Wagner (Regal Books)

“The Easy-to-Use Guide That Helps You Identify and Understand Your Unique God-given Spiritual Gifts”

Strengths: Strengths Based Leadership: Great Leaders, Teams and Why People Follow, by Tom Rath and Barry Conchie

According to the Gallup Organization (after conducting millions of assessments), there are 34 strengths yet 75 percent of the workforce do not leverage their strengths at work every day. Instead, many supervisors, bosses and boards focus incorrectly on a leader’s weaknesses versus his or her strengths.

Each book includes a unique access code for an online assessment at www.StrengthsFinder.com. After you complete the 20- to 30-minute online assessment, you will receive a list (and commentary) of your Top-5 strengths. Many organizations compile these strengths into a chart so that committee assignments, task forces and volunteer work are delegated according to a person’s strengths. This book includes mini-descriptions of each of the 34 strengths, plus four “case studies” of four CEOs from each of the four major categories of strengths: Execution, Influencing, Relationship Building and Strategic Thinking.

Strengths 2.0, by Tom Rath

This is the basic, best-selling book, without much commentary. It does include the access code and the mini-descriptions of each strength.

Living Your Strengths: Discover Your God-given Talents and Inspire Your Community, by Albert L. Winseman, D.Min., Donald O. Clifton, Ph.D., and Curt Liesveld, M.Div., M.A.

“More than half of churchgoers report that they don’t get to do what they do best in their congregations. And this is driving people away.”


http://www.strengthsfinder.com/

Social Styles: Social Style Tip-of-the-Day – www.socialstyle.com The Social Styles Handbook: Adapt Your Style to Win Trust, published by Wilson Learning

Many organizations use the Myers-Briggs Type Indicator, or DISC, or other “personality” type assessments—but few organizations build them thoughtfully into the DNA so CEOs really know their people (by their types) and their board members. The “social styles” system is perhaps the simples and easiest to remember because the four key words describe the style: Driver, Analytical, Amiable and Expressive.

How to Deal With Annoying People: What to Do When You Can't Avoid Them, by Bob Phillips and Kimberly Alyn

This is the faith-based book on the four social styles, written by Bob Phillips, former executive director of Hume Lake Christian Camps in California. Many consultants find that 80 percent of most staff and/or board conflicts are the result of staff or board members not understanding the basic differences between the four social styles.

7 Seconds to Success: How to Effectively Relate to People in an Instant, by Gary Coffey and Bob Phillips

Advice for Thinkers (Analyticals): “Be willing to make decisions. That’s the most important quality of a good leader.” Don’t fall victim to what T. Boone Pickens calls, the “ready-aim-aim-aim-aim syndrome. You must be willing to fire.” Who are the Talkers (Expressives)? Bob Hope, Jay Leno, Star Trek’s Captain Kirk, Donald Duck, and the apostle Peter. “If a Talker’s house was on fire, he would say, ‘Since the house is on fire, let’s warm ourselves.’ They’re very charismatic, friendly and enthusiastic.” What annoys Tellers (Drivers)? Boredom, details, excuses, indecisiveness, small talk, and taking orders. (The book has the master list of annoyances for all four styles.) What do Touchers (Amiables) value? Approval, coaching, comfort, compassion, friendliness, kindness, loyalty and peacefulness. (Each style has a very distinct list of what they value.)


Strengths: See the next page for all 34 talent themes that can become strengths. STRENGTHS

ME COLLEAGUE

1st 2nd 3rd 4th 5th 3 Big Ideas: 1) 2) 3)


Our Team: TOP-5 STRENGTHS FROM STRENGTHSFINDER.COM

NAMES Strength #1 Strength #2 Strength #3 Strength #4 Strength #5 EXECUTING

Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative

INFLUENCING Activator Command Communication Competition Maximizer Self-Assurance Significance Woo

RELATIONSHIP BUILDING Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator

STRATEGIC THINKING Analytical Context Futuristic Ideation Input Intellection Learner Strategic

For more information, visit StrengthsFinder.com. The "4 Domains of Leadership Strengths" (Executing, Influencing, Relationship Building and Strategic Thinking) are detailed in the book, Strengths Based Leadership: Great Leaders, Team and Why People Follow, by Tom Rath and Barry Conchie.


Spiritual Gifts: Romans 12, I Corinthians 12, Ephesians 4, etc. NAMES

SPIRITUAL GIFTS

Me Gift List From: What You Do Best in the Body of Christ: Discover Your Spiritual Gifts, Personal Style, and God-Given Passion, by Bruce L. Bugbee Administration Craftsmanship Creative Communication Encouragement Faith Giving Helps Hospitality Intercession Leadership Mercy Apostleship Prophecy

Evangelism Shepherding Teaching Discernment Word of Knowledge Word of Wisdom Healing Interpretation Miracles Tongues

3 Big Ideas: 1) 2) 3)


Social Styles: Drivers

Analyticals Amiables

Expressives NAMES

SOCIAL STYLE

Me 3 Big Ideas: 1) 2) 3)


7. THE PEOPLE BUCKET CORE COMPETENCY

We celebrate the God-designed uniqueness of our team members, our customers, our donors, and our volunteers. We are diligent about understanding the four social styles—Analyticals, Drivers, Amiables and Expressives—and helping our people find their comfort zones as they grow in their interpersonal versatility skills.

Strategic Balls in the People Bucket

KNOW your own social style. COMMUNICATE creatively with the four social styles. Where is your ORGANIZATION or DEPT. today? What’s your 1-year goal?

4 LEVEL OF MANAGEMENT KNOWLEDGE AND COMPETENCIES

TODAY IN 1 YEAR:

Level 1 I don’t know what I don’t know. Level 2 I know what I don’t know. Level 3 I have an action plan to address what I know I don’t know. Level 4 I am knowledgeable and effective in this core competency

and can mentor others.

Where are YOU today? What’s your 1-year goal?


TODAY IN 1 YEAR:




Know Your Own Social Style Find your comfort zone and help others feel comfortable. 3 Key Concepts:

• Assertiveness • Responsiveness • Versatility

CONTROL

ASK TELL

EMOTE


THE FOUR SOCIAL STYLES

CONTROL Tasks/Facts

ANALYTICAL Values Thinking

Withdraws Under Pressure

DRIVING Values Control

Becomes Autocratic

Under Pressure

ASK

AMIABLE Values Relationships

Acquiesces Under Pressure

TELL

EXPRESSIVE Values Intuition

Attacks Under Pressure

EMOTE

Feelings/Intuition


The 16 Social Styles (for the Analyticals who like this kind of detail!)

ANALYTICAL ANALYTICAL

DRIVER ANALYTICAL

ANALYTICAL DRIVER

DRIVER DRIVER

AMIABLE

ANALYTICAL

EXPRESSIVE ANALYTICAL

AMIABLE DRIVER

EXPRESSIVE

DRIVER

ANALYTICAL AMIABLE

DRIVER AMIABLE

ANALYTICAL EXPRESSIVE

DRIVER

EXPRESSIVE

AMIABLE AMIABLE

EXPRESSIVE AMIABLE

AMIABLE

EXPRESSIVE

EXPRESSIVE EXPRESSIVE


Interpersonal Versatility

Low Versatility High Versatility Concerned for self Reduces tension for self Narrow interests Rigidity Unwilling to adapt Resistant to feedback

Concerned for others Reduces tension for others Broad interests Flexibility Adapts Open to feedback


Do’s and Don’ts for the Four Styles

Driving Expressive Analytical Amiable DO DO DO DO

Speak in terms of concrete results

Focus on the present, the short term

Stick to the point Do your homework Stress how the

Driver will “win” with your proposition

Seek ideas, input Focus on the future Illustrate concepts

with stories Focus on the big

picture Stimulate their

creative impulse Stress how the

Expressive will stand out from the others

Be logical and well organized

Focus on past, present and future

Give facts, evidence, and lots of data

Focus on detail Allow time to

ponder Stress how the

Analytical can be assured of being right

Be personal and personable

Focus on tradition Emphasize a team

approach Be flexible Allow time to “feel

good” Stress how the

Amiable can be “safe”

DON’T DON’T DON’T DON’T Be ambiguous Focus on the long-

term Back down if

you’re convinced you’re right

Give too much detail

Get into a control contest

Put down the Expressive’s enthusiasm and excitement

Be cool and impersonal

Be impatient with side trips and creativity

Be too serious Give too much

detail Nit-pick

Rush things Be intolerant of

details Overlook the past Be too personal Be too emotional Press for immediate

action Appear to not be

serious

Press hard to change things

Push for too much detail

Push for immediate commitment

Be cool and impersonal

Attack Be dictatorial or

autocratic


Communicate Creatively With the Four Social Styles Just one communication style will fail miserably!

General Overview of the Four Social Styles

ANALYTICALS DRIVERS AMIABLES EXPRESSIVES

Reaction Slow Swift Unhurried Rapid

Orientation Thinking and fact Action and goal Relationship

and peace

Involvement and

intuition

Likes Organization To be in charge Close

relationships

Much interaction

Dislikes Involvement Inaction Conflict To be alone

Maximum effort To organize To control To relate To involve

Minimum

concern

For relationships For caution in

relationships

For affecting

change

For routine

Behavior

directed toward

achievement

PRIMARY EFFORT:

Works carefully

and alone

PRIMARY

EFFORT:

Works quickly

and alone

Secondary

Effort:

Works slowly

and with others

Secondary

Effort:

Works quickly

and with team

Behavior

directed toward

acceptance

Secondary

Effort:

Impress others

with precision and

knowledge

Secondary

Effort:

Impress others

with individual

effort

PRIMARY

EFFORT: Gets

along as

integral

member of

group

PRIMARY EFFORT:

Gets along as

exciting member

of group

Actions Cautious Decisive Slow Impulsive

Skills Good problem-

solving skills

Good

administrative

skills

Good

counseling

skills

Good persuasive

skills

Decision-making Avoids risks,

based on facts

Takes risks,

based on

intuition

Avoids risks,

based on

opinion

Takes risks,

based on

hunches

Time frame Historical Present Present Future

Use of time Slow, deliberate,

disciplined

Swift, efficient,

impatient

Slow, calm,

undisciplined

Rapid, quick,

undisciplined


Chart the Social Styles of the People in Your Life! Find your comfort zone and help the people in your life feel comfortable. Name

Analytical

Driver

Amiable

Expressive

WORK Board Chair: Boss/Supervisor: Direct Report: Direct Report: Direct Report: Direct Report: Direct Report: Person who bugs me the most:

FAMILY Spouse: Father: Mother: Children: Children: Sibling:

KEY DONORS Major Donor Major Donor Prospect

Add: Volunteers, Vendors, Neighbors, Small Group Members, Board Members, etc.

RESOURCES: Social Style Tip of the Day! Tracom Group - www.tracomcorp.com The Delicate Art of Dancing With Porcupines: Learning to Appreciate the Finer Points of Others, by Bob Phillips (Regal Books, 1989)

• This is the “Christian” version of social styles, written by Bob Phillips, former executive director of Hume Lake Christian Camps.

• It is out of print, but used copies are available at Amazon.com How to Deal with Annoying People, by Bob Phillips and Kimberly Alyn (Harvest House, 2005) The Social Styles Handbook: Adapt Your Style to Win Trust (Wilson Learning, Nova Vista Publishing, 2004, 2011)

• Wilson Learning is the premiere training firm for social styles. Versatile Selling: Adapting Your Style So Customers Say Yes! (Wilson Learning Library) Personal Styles & Effective Performance, by David W. Merrill, Roger H Reid

• This is the original, classic text book by the creator of social styles, David W. Merrill


16. THE DELEGATION BUCKET CORE COMPETENCY

We are experts at appropriate delegation. We invite team members to accept assignments based on their strengths. We value organized delegation and believe in the Point Person Principle. We track our to-do lists and we add to our don’t-do lists.

Strategic Balls in the Delegation Bucket

MENTOR your team on the “monkey” method of delegation.

MAXIMIZE the point person assignment sheet.

DELEGATE your delegation.

RETHINK your delegation assumptions.

DELETE dumb delegation.

BEGIN a Don’t-Do list. Where is your ORGANIZATION or DEPT. today? What’s your 1-year goal?


TODAY IN 1 YEAR:



Where are YOU today? What’s your 1-year goal?


TODAY IN 1 YEAR:




WEEKLY UPDATE TO MY SUPERVISOR (Page 1 of 2) Email or hand deliver this update to your supervisor each week by Tuesday 4 p.m., in preparation for your one-on-one meeting each Wednesday.

DATE: ___________________ TO: ___________________ FROM: ___________________

1. My Snapshot: My Top 5 Strengths From: Strengths Finder 2.0

1 2 3 4 5

My Social Style From: The Social Styles Handbook

[ ] Analytical [ ] Driver [ ] Amiable [ ] Expressive

My Top 3 Spiritual Gifts From: Discover Your Spiritual Gifts

[ ] ____________ [ ] ____________ [ ] ____________

My Learning Preference I am a: [ ] Reader [ ] Listener

2. My Supervisor’s Snapshot Top 5 Strengths

1 2 3 4 5

Social Style

[ ] Analytical [ ] Driver [ ] Amiable [ ] Expressive

Top 3 Spiritual Gifts

1 _______ 2________ 3 __________

Learning Preference My supervisor is a: [ ] Reader [ ] Listener

3. Here’s the status of my Job Success Tools: Current: Yes or No

Job Success Tools Date Approved

Yes\No Position Description Yes\No Annual Standards of Performance (SOPs) Yes\No Annual Professional Development Plan (The 3 Cs) Yes\No To Do List (A, B and C Priorities) Yes\No Tickler Tracker (Daily/Weekly/Monthly/Quarterly/Annually Repeating Tasks)

4. Last week, I made progress on the following: ______________________________________________________________________ ______________________________________________________________________ 5. This week, I am focusing on: ______________________________________________________________________ ______________________________________________________________________


WEEKLY UPDATE TO MY SUPERVISOR (Page 2 of 2)

6. Before I make my decision, I need your advice on: ______________________________________________________________________ 7. The monkey's on your back! I'm waiting on you for: ______________________________________________________________________ 8. I am recommending that: ______________________________________________________________________ 9. FYI! You should be aware of the following: ______________________________________________________________________ 10. Overall, I am: [ ] OK [ ] Great! [ ] Never been better [ ] Overwhelmed [ ] Overloaded for the next ____ days [ ] Don't cancel our meeting! We need to talk! [ ] Help! I need more time with you. At least ______ hours in the next ____ days. [ ] Other: ______________________________________________

11. Our next meetings are scheduled for: Date Day Time Major Agenda Item(s)

12. I continue to affirm our core value on “Truth-Telling.” To my knowledge, I have not shared anything inappropriate with others about you (or another staff person) that I have not shared first with you (or the other person). And, to my knowledge, when others have shared something about you (or others) with me that may be “crossing the line,” I have stopped them in their tracks—and reminded them about our core values—and urged them to share it with you (or that person) within 48 hours.

This past week, our working relationship has been: [ ] Excellent [ ] Great [ ] OK [ ] Could Be Better [ ] Poor [ ] You blessed me when you ____________________________ [ ] You bugged me when you ____________________________ [ ] I need ______ minutes with you to go into the “Tunnel of Chaos.”

13. My Top 3 Standards of Performance (These remain the same all year.) Here are my 3 Most Strategic SOPs that were approved by ___________ on ________. I understand that the successful accomplishment of these SOPs is our primary focus in our weekly and quarterly meetings. They will account for about ____% towards my annual evaluation and future compensation adjustments. (Consequently, this weekly update focuses primarily on these three SOPs and their critical importance to the mission and goals of our organization.) 1. 2. 3. Customize this template for your own use so the basic information remains the same each week. www.managementbuckets.com (click on The Meetings Bucket) Note: Download the “color commentary” on how to leverage this simple two-page form.


Flex Your Meeting Muscles with Versatility http://www.tracomcorp.com/blog/SOCIAL-STYLE/Flex-Your-Meeting-Muscles-with-Versatility.html By Dave Ingram November 1, 2012 Attending meetings can impact employees in numerous ways. At their best, meetings deliver needed information, strategic direction and clarity for participants. At their worst, meetings can waste time, reduce productivity and cause irritation for those involved. Participants without formal leadership roles may feel helpless about meetings that consume large amounts of time without producing real results. Planning and preparation are the keys to overcoming common hindrances to effective meetings. A previous blog looked at how leaders try and prevent Style-driven meeting disruptions. However, those in formal leadership roles are not the only source of influence over meeting productivity. Everyone in a meeting can take on an informal leadership role, benefiting themselves and the team by preparing specific strategies for addressing others’ destructive tendencies. Attendees without formal leadership roles must often be more creative and relational in their tactics, as they do not have control over elements such as meeting agendas, timeframes and presentation materials. Despite these limitations, discerning participants can do much to make meetings more productive and efficient. Develop a Strategy for Each SOCIAL STYLE Understanding the behavioral preferences of colleagues and applying Style-specific techniques is the essence of Versatility. Being Versatile is a great way to improve the productivity of meetings. Here are specific suggestions for people of each Style. To help Driving Style teammates, participants can come prepared to explain the strategic significance of the topic at hand and any input they provide. This can head-off the Driving Style’s tendency to dismiss issues that they feel are not primary to a discussion. Also, simply clarifying the desired outcome of the discussion and expressing a desire to achieve resolution can help put the Driving Style person in a productive mood. When working alongside Expressive Style teammates in meetings, co-workers should be prepared to take slight detours from major topics. The Expressive person may get sidetracked and want the opportunity to explore what he or she believes to be an important, if somewhat tangential, topic. Allowing some flexibility before moving back to the agenda can allow Expressives to satisfy their Style need while avoiding their confrontational Backup Behavior. Using Active Listening techniques such as clarifying, confirming and summarizing can make a major positive impact on keeping Expressive teammates on track.


Identifying an Amiable person’s Backup Behavior can be a challenge, because it often looks like acceptance. But this person’s acquiescence may signal a conflict in hiding. If you enter the meeting aware of this tendency, you can avoid Backup Behavior by taking time to recognize the Amiable person’s contributions and validate their concerns. Just the act of recognizing such concerns will go a long way to minimizing conflict and boosting buy-in. To avoid the Analytical Backup Behavior of withdrawing and avoiding, other participants can focus on rational arguments, rather than their own interpersonal needs. Setting aside one’s own desire for quick results (Driving), creativity and recognition (Expressive) or camaraderie and safety (Amiable) and focusing on making a well-informed and thoughtful decision will make the Analytical person comfortable. Showing patience with Analyticals' long pauses and presenting them with one point to consider at a time can also help to keep these participants engaged and contributing. The examples above illustrate that a wide range of creative solutions and meeting-preparation tactics can enhance meeting productivity. Using your Versatility skills can help overcome Backup Behavior, whether our own or that of the others in our meetings. Learn more about the four SOCIAL STYLEs at www.socialstyles.com. Dave Ingram is a Project Coordinator at TRACOM Group. His writing has been featured in The Motley Fool, The Houston Chronicle, NYSE Moneysense and Yahoo.


http://www.socialstyles.com/

TODAY’S BIG TAKE-AWAY: Accountability & Date:

Find out what God is doing…

…and then join Him. HENRY BLACKABY


Leaders Are Readers!

My Top-10 Book/Resource List From Today: Title Author/

Source Delegate

Reading or Learning to:

Notes:

1)

2)

3)

4)

5)

6)

7)

8)

9)

10)

Delegate Your Reading!

• Each month, give your direct reports one book to read. • Ask for a 5- to 10-minute “book review” each week from one person. • Your team will be inspired, motivated and will learn something from

4 books x 11 months = 44 books per year! • Then…file the book on your staff resource shelf with these marked up copies so your

managers can mentor their people with niche chapters!


MY MASTER LIST OF “TO DO” NOTES:

Identify your most STRATEGIC next steps:

POINT PERSON TASK DEADLINE

DATE DONE DATE

Notes:


september 30, 2013 the 3 powerful s’s - management...

Documents