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The LIFO ® Method

The LIFO ® Method. You cannot mandate productivity, you must provide the tools to let people become their best . - Steve Jobs. LIFO  Method LIFO  is a behavioral framework and tool that helps create Productivity Improvement for Individuals and Groups. LIFO ®. stands for

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The LIFO ® Method

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  1. The LIFO® Method

  2. You cannot mandate productivity, you must provide the tools to let people become their best.- Steve Jobs

  3. LIFOMethodLIFO is a behavioral framework and tool that helps create Productivity Improvement forIndividuals and Groups

  4. LIFO® stands for Life Orientations

  5. Created byDr. Allan KatcherDr. Stuart Atkins

  6. The LIFO Method is based on the theories of Dr. Erich Fromm Dr. Carl RogersPeter Drucker

  7. Erich Fromm (1900-1980)“Man for Himself” • Introduced concept of four orientations based on values driven behavior • Developed the theory behind the Strength-Weakness Paradox “Our greatest strength can become our greatest weakness when overused”

  8. Carl Rogers (1902-1987)“Client Centered Therapy” • The individual is the “expert”. We are the facilitators of learning rather than the interpreters. • Congruency Intention, Behavior and Impact

  9. Peter DruckerManagement Consultant • Believes that attitude is as important as management tools • It is possible to optimize talents and skills through managing the way they are used

  10. How Did We Learn These Behaviors?

  11. Role Situation Personality Behavior Influences

  12. The objective is not tochange our profile… But, to manage our preferences to achieve our professional and personal goals

  13. Leadership is aboutChange and Influence • We all try to manage the perceptions of others • One key to our effectiveness is how well we adjust our style to the needs of others

  14. The New Golden Rule Do unto others as they want to be done unto!

  15. Giving • SG Supporting Giving • Taking • CT Controlling Taking • Holding • CH Conserving Holding • Exchanging • AD Adapting Dealing The LIFO® Method is based on the four ways we interact

  16. These four orientations are not “personality” types They are behavior preferences These preferences combine to make up our Lifo Profile.

  17. The LIFO® Method describes how we do what we do….not who or what we are • Supporting Giving Not Supporter Giver • Controlling Taking Not Controller Taker • Conserving Holding Not Conserver Holder • Adapting Dealing Not Adapter Dealer

  18. The LIFO® Method is “strength based”meaning….. Our greatest strength can become our greatest weakness when overused.

  19. The Lifo Framework looks at our preferences under two conditions: • Favorable Conditions – When things are going well for us. • Unfavorable Conditions – When there is stress or conflict – or the threat of stress or conflict.

  20. LIFO Profile • Highest number is most preferred • All within 3 points of highest is considered most preferred • All within 3 points of the lowest is considered least preferred • 30 and greater = potentialexcess • 17and less = potential blind spot

  21. BlendsAny number within3 pointsof the highest number isa blendDouble – Triple – Even Blend

  22. A reminder…..We are looking at each orientation separately for easier learning but…. We are….One thingandanother.

  23. Like a meat stew…some have more carrots, some have more meat or potatoes or onions.Each has it’s own unique flavor.Each of us is a unique combination of allfour basic orientations.

  24. SG Supporting Givingexcellence, responsiveness, cooperation Personal Goals • To live up to their ideals and principles • Be seen as responsive and helpful, working collaboratively with others • To be seen as willing to accept responsibility and do the best one is capable of.

  25. Strengths Considerate Idealistic Modest Trusting Cooperative Helpful Receptive Responsive Seeks Excellence Loyal Excesses Self-denying Impractical Self-deprecating Gullible Easily Influenced Overprotective Passive Over Committed Perfectionist Obligated SGSupporting Giving - IN

  26. CTControlling Takingaction, competence, risk taking Personal Goal • To be seen as active, powerful, competent. • To get results. • To be seen as overcoming obstacles and discovering opportunities.

  27. Strengths Directing Quick to Act Confident Seeks Change Persuasive Forceful Competitive Risk-taking Persistent Urgent Excesses Domineering Impulsive Arrogant Drop Old Ways Distort Coercive Contentious Gambling High Pressured Impatient CTControlling Taking -Over

  28. CHConserving Holdingreason, objectivity, caution Personal Goal • To be seen as a solid thinker and performer. • To be seen as rational, objective, careful, thorough, accurate and responsible. • To be able to minimize or eliminate risks.

  29. Strengths Tenacious Practical Economical Reserved Factual Steadfast Thorough Methodical Detail-oriented Analytical Excesses Cannot Let Go Uncreative Stingy Unfriendly Data-bound Stubborn Elaborate Plodding Nit-picking Analysis paralysis CHConserving Holding-ON

  30. ADAdapting DealingHarmony, flexibility, diplomacy Personal Goal • To know people, get along with others and be seen as likeable. • To help build harmonious and cooperative relationships and groups. • To remain flexible, think out of the box, experimental, creating new solutions.

  31. Strengths Flexible Tactful Socially Skillful Empathetic Enthusiastic Adaptable Inspiring Experimental Negotiating Animated Excesses Inconsistent Avoid Confrontation Manipulative Hypersensitive Agitated Lack Conviction Deluding Aimless Over Compromising Melodramatic ADAdapting Dealing –AWAY

  32. Fair • SG Supporting Giving • Fast • CT Controlling Taking • Factual • CH Conserving Holding • Flexible • AD Adapting Dealing Four “F” Words

  33. Caring • SG Supporting Giving • Competitive • CT Controlling Taking • Careful • CH Conserving Holding • Carefree • AD Adapting Dealing Four “C” Words

  34. Assignment • Personal example of your behavior in this style • An animal that represents this style • A person who represents this style • A song that represents this style • How this style would load a truck…. in pantomime

  35. SG is more formal,serious. Work should be carried out in a professional manner. Respectful of authority, may defer to others, follows “chain of command”. Dress may be conservative and appropriate to the situation. AD is informal, playful, easy going. Believes work should be fun with social interaction. Flexible – if one thing doesn’t work…try another. Is networked and connected. Willing to be friends with everyone. Dress may be the “latest fun trend”. What is the difference between SG and AD?SG and AD are considered the people orientations CT and CH are considered the task orientations.

  36. Questions Each OrientationMight Ask ... SG (Supporting Giving) • Is it fair? • Will it benefit everyone? • Is it the best? • Can I help? CT (Controlling Taking) • What are the opportunities? • What is the bottom line? • Who is in control? • What is next? CH (Conserving Holding) • How does it work? • Who does what? • What are the trade-offs? • Can we sample? AD (Adapting Dealing) • What are people’s opinions? • Is it disruptive? • Can it be changed? • Will it gain acceptance?

  37. How each orientationHELPS SG AD CT CH “What do you want?” “Here is what I would do.” “Here are the pros and cons.” “I’m here if you need me.” CT CH AD SG Reveals own Position last Takes charge And initiates Sets systems and procedures Sets high standards How each orientation CONTROLS

  38. How each orientationANALYZES AD CH SG CT Prefers step By step Against ideal model Examines bottom line impact Examines social implications SG CT CH AD Provides separate areas of autonomy Negotiates based on principles Gives in order to get Responds to logic and data How each orientation COMPROMISES

  39. Possible Triggers for Unfavorable Conditions SG (Supporting Giving) • Betrayal • Failure to keep one’s word • Unfairness • Lack of trust • Lack of respect • Not included • Lack of sincerity • Personal criticism • Ridicule • Lack of support • Low quality, standards • No cooperation, collaboration CT (Controlling Taking) • Resources restricted • Authority countermanded • Responsibility diminished • No challenges, routine work • Can’t control factors affecting results • Unclear objectives • Limited opportunities • Slow decision making • Constant checking up, “nagging” • Critical of competence

  40. Possible Triggers for Unfavorable Conditions CH (Conserving Holding) • Constant change • Wasted time, money, effort • Failure to provide what was promised on time • Lack of order, schedules • Unclear objectives • Pressed to make decision without adequate data • Highly emotional situation or response • Premature decision-making • Overly social • Lack of focus AD (Adapting Dealing) • Little personal contact, working in isolation • Unfriendly coworkers • Public embarrassments • Arguments and anger • Critical authority • Routines and detail • Little variety • Firm schedule and supervision • Working in isolation • Serious, intense environment • Lack of cooperation

  41. Group Process Contributions SG (Supporting Giving) • Expressing a vision or mission • Testing for purpose • Striving for ideals and excellence • Providing supportive environment • Developmentally oriented • Sensitive to environmental pressures • Provides help to others within organization or externally

  42. Group Process Contributions CT (Controlling Taking) • Providing action • Recognizing and seizing opportunities • Providing strong direction • Implement idea or programs • Taking risks and getting decisions quickly • Willing to challenge people and ideas

  43. Group Process Contributions CH (Conserving Holding) • Logic and methodical analysis • Provides element of caution • Planning and organize steps to implementation • Provides method of follow through on decisions • Creating and making best use of procedures and policies • Problem solving where very practical solutions are required

  44. Group Process Contributions AD (Adapting Dealing) Provides diplomacy Ensures appropriate involvement Creating harmony despite differences Brainstorming new possibilities and new ideas In situations where personal acceptance is required In situations where personally sensitive or “difficult” information must be communicated

  45. IBI Intention:What I want to do Behavior:What I do Impact:Perceived effect on others Looks at degree of congruence Insight into blends Helpful in coaching

  46. Behavior 3 Points Greater Than Intention Over-use of a preferred style despite different situations. Individual may be acting the way her or she should act according to their perspective of their role. Could be a habit without awareness of using other behaviors. Could be job constraints or recent major changes. Acting the way he or she thinks are acceptable

  47. Intention 3 Points Greater Than Behavior The individual may feel they lack experience or skill. May not be fully aware of his or her intentions (it may not be consciously associated with the behavior) The individual may not “buy-into” the behavior, but think that it is valuable. The individual may not be aware of the type of communication that others expect. They may be using the “least preferred” style.

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