1 / 33

Welcome

Welcome. Leading @ Miranda. 67777-06681 • 10.2012. The Four Components of EI. Communication 101. “ It ’ s not what you say — it ’ s what people hear. ”. The Ladder of Inference. Leadership….

raisie
Download Presentation

Welcome

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Welcome Leading @ Miranda 67777-06681 • 10.2012

  2. The Four Components of EI

  3. Communication 101 “It’s not what you say—it’s what people hear.”

  4. The Ladder of Inference

  5. Leadership… “Learning to be a leader does NOT mean learning methods to change yourself to fit your leadership role… …rather it means learning how to bring more of who you truly ARE to your leadership.” —Ron Short

  6. E N E R G Y S O U R C E Extraversion Introversion P E R C E I V I N G F U N C T I O N Sensing iNtuition J U D G I N G F U N C T I O N Thinking Feeling L I F E S T Y L E O R I E N T A T I O N Judging Perceiving Your four-letter type represents a preference from each of the above four dichotomies. Here are the sixteen possible combinations: ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ

  7. E N E R G Y S O U R C E Extraversion Introversion P E R C E I V I N G F U N C T I O N Sensing iNtuition J U D G I N G F U N C T I O N Thinking Feeling L I F E S T Y L E O R I E N T A T I O N Judging Perceiving Your four-letter type represents a preference from each of the above four dichotomies. Here are the sixteen possible combinations: ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ

  8. 4 exercises 2 different groups per exercise 1 person is the recorder Follow directions carefully! We’ll debrief each exercise at the end What’s Next?

  9. Discover how you Gather and Process Information If You Want to Really Understand Who You Are…

  10. Exercise #1 Directions from Sacramento Airport to Miranda

  11. Sensors vs. iNtuitives

  12. Thinkers vs. Feelers

  13. Introverts vs. Extroverts

  14. Judger vs. Perceiver

  15. S-N difference is the first key since how we gather information is the most basic human difference: If you are a Sensor: Your preference for gathering info is concrete and tactile You determine what you’ll DO with the data (organize it [J] or look for more data [P]) If you are an iNtuitive: Your preference for gathering info is abstract and conceptual You determine how you’ll EVALUATE the data (objectively [T] or subjectively [F]) Temperament Theory

  16. The Temperaments: A Summary David Keirsey’s 2 letter Temperament combinations (NF, NT, SJ, SP)give the widest behavioral prediction with the highest accuracy. 4 TYPES TEMPERAMENT QUEST STYLE ACHILLES HEEL ENFJ INFJ NF Identity Catalyst Guilt ENFP INFP ENTJ INTJ NT Competency Visionary Incompetence ENTP INTP ESTJ Belonging to ISTJ Stabilizer or Disarray or SJ Meaningful ESFJ Traditionalist Disorganization Institutions ISFJ ESTP Trouble ISTP Routine or SP Action Shooter ESFP Inactivity or Negotiator ISFP

  17. 32% of teachers Seductive Interpersonal skills Supportive of others Relationships Possibilities for people Interaction Cooperation Vivid Imagination Mysterious Hypersensitive to conflict Search for self Autonomy Needs encouragement and recognition Integrity Giving strokes freely “Becoming” NF Motivated by Questions of WHO? Quest: Identity Style: Catalyst Achilles Heel: Guilt

  18. NF Motivated by Questions of WHO? Martin Luther King Jr. Mikhail Gorbachev Gandhi

  19. 8% of teachers High achievers Knowledge Objective perceptions Independent Self-doubt Intellectually curious conceptualize Competition with self and others Non-conformist Wordsmiths Principles Enjoy complexity Authority independent Architect of change Systems designers Argumentative “What would happen if..” NT Motivated by Questions of WHY? Quest: Competency Style: Visionary Achilles Heel: Incompetence

  20. NT Motivated by Questions of WHY? Albert Einstein Bill Gates Walt Disney

  21. “Read the Rules – Abide by the Rules” Loyal to system Duty Super dependable Resist change Preserve traditions Precise “If it ain’t broke don’t fix it!” 56% of teachers Procedures Decisive Stability “Should” and “Should not” Social responsibility Structure Orderly Authority dependent SJ Motivated by Questions of WHAT? Quest: Belonging to Meaningful Institutions Style: Stabilizer/ Traditionalist Achilles Heel: Disarray/ Disorganization

  22. SJ Motivated by Questions of WHAT? Ray Kroc Gerald Ford Mother Teresa

  23. Free spirit Fun-loving Good in crisis situations “When all else fails, read the directions” Impulsive Needs freedom and space Flexible Focus on Immediacy Least represented in college Realistic Uninhibited Practicality Enjoys the moment Spontaneous Adaptable 2% of teachers (usually industrial arts) Seeks variety and change Action oriented SP Motivated by Questions of WHEN? Quest: Action Style: Troubleshooter/ Negotiator Achilles Heel: Routine

  24. SP Motivated by Questions of WHEN? Madonna Bill Clinton Clint Eastwood

  25. The Cycle of Performance Management

  26. The Three-Legged Stool of Great Performance

  27. Developing A-SMART Goals • A–Aligned • S–Specific • M–Measurable • A–Achievable • R–Realistic • T–Time-Bound

  28. Implement Performance Management culture to increase employee engagement and attract/retain/motivate talented people by: • Providing clearer expectations and training for management • Identify the need for effective processes and tools • Improve performance evaluations • Career development for key positions • Performance-related rewards programs

  29. The Two Minute Challenge • State what you’ve observed… • Wait for a response… • Remind them of the goal … • Ask for their specific solution… • Agree.

  30. Focus on behaviors, not the person. Be specific. Be realistic and sincere. Say it when you see it. Do it frequently Make yourself clear Feedback Thoughts

  31. Instant Feedback • When you… • I feel… • Because… • What I’d like… • Because… • What do you think?

  32. Coaching Process and Questions • Clarify the purpose and the goal • Acknowledge the current situation • Promote discovery – ask open-end questions • Examine the choices • Determine the course of action • Commit and recap • Tell me more about that • What have you tried previously? • What does that look like? • …and what happened when you tried that? • How do you feel about that? • And how is that working for you? • What would a perfect resolution look like? • How do you think that could happen? • What would happen if? • Have you ever thought about…? • Hmmm, that’s interesting • Can I offer you a suggestion?

More Related