Give a Gift Worth Giving…4


People-development converts payroll costs to asset-investment

Post 4: As Eric split the workshop into groups to scribe and chart their perspectives on 4 self-assessments used to identify specific behavior and productivity styles, he encouraged leaders to use of a 3rd party to help select the best tools for their development needs.  “The best leaders effectively use an outsider’s perspective to help diagnose their own challenges.  It’s just human to have blind spots.”

CONFLICT CPP: Thomas-Kilmann Conflict Mode Instrument

Core Differences Assessed in this tool:
  • “Assesses an individual’s most habitually used conflict style.”
Personalized Results-Format available with this tool:
  • “Charts five styles on a matrix of assertiveness and cooperativeness: competing, collaborating, compromising, avoiding, and accommodating.
  • “Encourages exploration of five conflict-handling styles and their effectiveness in specific situations.”
Business Application experienced with this tool:
  • “Removes you from the emotion so you can see how ineffective – or effective – your typical style is in different situations.”
  • “Great foundation for teams to examine and commit to new ways to approach recurring issues caused by differing priorities, perspectives or personalities.”
Hesitancies with using this tool:
  • “It is a useful foundation, but for group work, there has to be a shared willingness to resolve issues if deep or prolonged conflict has eroded trust.”

COMMUNICATION The Forté Institute: Communication Style Report

Core Differences Assessed in this tool:
  • “Compares the extremes of the assessor’s style of communication in the areas of dominance, extroversion, patience and conformity.”
Personalized Results-Format available with this tool:
  • “The tool formats the assessor’s perception of their usual communication profile”
  • “It also includes a profile reflecting how communication behaviors are being adapted to deal with current circumstances.”
  • “A 3rd profile charts how others are perceiving their communication currently and gives ideas on how they might be more effective.”
Business Application experienced with this tool:
  • “Great for a heads-up on how others may be impacted by my communication in the current atmosphere. Really helpful when pressure is high and you may be impacting others or your own career by your reactions.”
  • “I encourage leaders to use this tool during organizational change that is prolonged for several months because everyone steps into that ‘survival skin,’ and many of us have blind spots about how much our communication is altered during those long transitions.”
Hesitancies with using this tool:
  • “When evaluating ROI, it is important to realize that half the information is meant to convey current realities, which means the results are perishable.”
  • “Practitioners must be qualified to use it and there is a charge for updates, but it includes a variety of thought-provoking inputs beyond communication: current logic and stamina levels, and current goal-accomplishment index.”

INITIATION OF CHANGE MHS Assessments: Change Style Indicator

Core Differences Assessed in this tool:
  • “On a 132 point continuum, the tool ranks the assessor on how they prefer to initiate and work with change.”
Personalized Results-Format available with this tool:
  • “Defines 3 change-management styles on this continuum from Conserver to Originator with Pragmatist in between.”
  • “Materials are available to examine how each style approaches the creation of change and how each style responds when change is imposed on them.”
Business Application experienced with this tool:
  • “Sharing change-style perspectives of each leader on a team that is responsible to initiate or create change strengthens the collaboration of the group and the integrity of the proposed change.”
  • “Understanding how my change style was effecting others – especially those with styles far from mine on the continuum – literally kept me from sabotaging my career during our last acquisition.”
Hesitancies with using this tool:
  • “It is not the total solution to change management, but it does help to know where you can contribute during organizational change.”
  • “Practitioners must be qualified to use it, but the group discussions with a good facilitator can really make a difference in the value teams receive.”

PEOPLE DEVELOPMENT Ken Blanchard: Leader Behavior Analysis

Core Differences Assessed in this tool:
  • “Assesses multiple-choice responses chosen in 20 different leadership situations.”
Personalized Results-Format available with this tool:
  • “Score gives the most commonly used leadership style of the assessor.”
  • “Measures the degree to which the assessor flexes their leadership style to craft the need of different situations.”
Business Application experienced with this tool:
  • “Allows for the discussion of how effective specific leadership styles are in different situations.”
  • “Strengthens the application of leadership styles aligned to the employee’s skill-development needs.”
Hesitancies with using this tool:
  • “Requires attendance (and often travel) for a 2-day workshop to take the assessment, but it is of lifetime value for any leader responsible for performance improvement.”

Reality:  It is rare that any of us can effectively select the most appropriate solutions for our own teams.  It is a bit like shopping for prescription drugs from televised advertisements; you can certainly ask your physician about it, but the professionals, who have experience with both the ‘patient’ and the other options, diagnose with the most successful results.
But familiarity with these self-assessments can help leaders find the resources for diagnosed ‘gifts’ when their business value makes them ‘worth the giving.’

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