Posted by January 27, 2017.on
Last month, we discussed how to utilize the data from our Profile Leadership tools to OPTIMIZE your interactions with employees, people you’re interviewing, your sales team, etc. We gave examples of ways to interpret the results of the Sociability Behavior section of the Profiles Sales Assessment Concurrent Performance Model Overview in order to create a more harmonized team.
Another good example of how to use this report to optimally execute and create a tension free environment for your audience is to now focus on the Attitude Behavior section. It should be noted that this overview is a result of the Profiles Sales Assessment but similar examples can be interpreted from any of our assessments. Attitude measures a person’s level of trust. People with scores on the right are very trusting and generally will allow people into their circle of trust quite readily. They are very optimistic and feel that somehow some way things will work out for the best. People with scores on the left have a healthy level of skepticism. Others will typically have to earn their way into this person’s circle of trust. People here believe if things can go wrong they will. Therefore these people usually have Plan A and B in their back pocket and are prepared when things do go awry.
The leader has a score of 3 which means the leader has a healthy level of skepticism and requires that people earn their way into his/her circle of trust. This leader is prepared to act when things do not go as planned. Five members of this Team have a score of 5 or higher. This means these people are comfortable allowing others to readily enter their circle of trust. They feel that people are well intentioned and when things go wrong they will generally work themselves out for the best. If everyone stays in their comfort zone the leader will be thinking “why are these counting on me to trust them so quickly? I do not know them well enough yet. Why are these people not prepared with alternative plans? Don’t they realize things do not always go as planned?” The Team members are thinking “Why is my boss so distant? Did I do something to make them mad? Doesn’t my boss like me? Most problems with time usually work out for the best.”
This meaningful difference in perspective can certainly generate a great deal of tension. By having this information available the leader now understands why his/her team lets other people get into their space too quickly and can be less skeptical of their motives. He can ask the team to develop an alternative plan if theirs doesn’t work without waiting for the team to do it themselves. The team members now understand that they need to earn their leaders trust over time by consistently doing what they say they will do. They will also be less offended if asked to create alternative plans. This results in a much more efficient and effective approach for all concerned. Optimum Execution by mitigating tension!
For more information on How to Execute with ANY Audience, click here to read every blog post in this series.