04Jan

Why There Needs To Be a Different You in 2022

Could you commit murder?

In the movie “The Push”, Psychological Illusionist Derren Brown uses social pressure to convince ordinary, decent, real-life individuals to become increasingly socially compliant until they commit murder.

Have many of us have lost our objectivity because of social pressure?

Can socialization and corporate culture strip us of our capacity to think independently?

Critically, are socialization and corporate culture stifling creativity and innovation?

Let us explore these questions from the perspective of an avatar “Dan Jnr”.

Dan Jnr had been elevated to lead the unit. Like many others in his situation, Dan Jnr is facing many challenges. His experience is replicated across many organizations. We capture its essence here.

How was your promotion received?

There was lukewarm reception by some team members. A few appeared to be supportive. However, there is a hard core of individuals who had spent years under the leadership of my predecessor who refuse to cooperate.

What is their grouse?

The organization is big on tradition. Many of the employees have been there for years. Some have come there directly out of school and have never experienced any other work environment. You survive there by falling in line with cultural norms.

I am relatively new to the organization and a newbie in this unit.

I am viewed with suspicion as I am one of a group of strategically recruited executives who are expected to lead the renewal of the organization.

We are viewed by the employees as the first wave of an invading army that is coming to take away their jobs and destroy everything that they hold dear.

This sounds like there is mistrust. Do you think you may have contributed to this in any way?

I try to be polite and respectful. However, I am here to get a job done. I am expected to initiate change and make a difference.

The biggest challenge may not be related to trust. The problems arise every time I try to introduce something new.

I get overrun with responses about how it has always been done. The persona of the previous unit leader looms large. Resistance to change is the issue from my perspective. I have never hidden the fact that change is my agenda so there should be no misunderstandings.

What support are you getting from the top?

I get a mixed response. They seem to appreciate the need for the renewal but in the main they are also wed to the tradition.

For example, I might get approval for a new initiative but being supported in its implementation is another matter. Limited resources. Slow further approvals. Retreat when challenged by traditionalists.

Could it be that your approach to change management is too aggressive and needs tweaking?

It may be. I face roadblocks at every turn and I feel like I am out there on my own most of the time. But I feel like that comes with my role as a change agent.

What is the answer from your perspective?

I am not sure that I am able to prescribe solutions.

I think that both sides are into a new experience and neither party is sure how to deal with it.

Maybe I could have learned to slow down and build trust first rather than pushing through the change agenda.

I also wonder if top management could have been more thoughtful in the planning and introduction of the change initiative.

I have the sense that the organization was not ready. This kind of transformation initiative requires preparation and change agents like me could definitely benefit from some specialized training and ongoing support.

What next?

I appreciate the challenges. In the final analysis, I think that I need to continue to be different. If I succumb to the pressure of the traditional culture I would have failed.

I need to be different as the difference that I am representing will save the jobs of those who are resisting. It is not a strategy to replace them.

I need to be different because the trajectory of my life is different from most of my colleagues.

Statistically, the greater part of my life is ahead of me whilst theirs is behind them. I need to maintain a future-ready mind-set.

I have to be different because this issue is bigger than me and even my organization. This kind of transformation is of national importance.

Dan Jr’s situation is increasingly a feature of life in organizations in this climate of rapid and inescapable change.

Action

Are there Dan Jnr units in your organization? People skills are critical for developing strong teams within organizations. Ask about our Time/Task/Stress & Change Management e-diagnostics as you look on the horizon to have even more impact for this new year.

Additionally, have you completed a climate survey recently? According to the Harvard Business review “Not having a regular survey sends a clear message: you don’t care about people’s opinions. The act of filling out a survey gives them a specific channel for expressing voice…. They’re still great predictors of behaviour, they give employees the chance to feel heard, and they’re actually a vehicle for changing behaviour.”

Send us a note to request more information info@infoservpeopletech.org

18Mar

Negotiating With A Dominant Personality

This is it. The final hurdle to close the deal. Her reputation precedes her. She is one tough cookie. What can you do?

Here is a proven strategy to get to win-win more frequently… even when faced with a dominant negotiator.

 

Your Outlook

Develop a strategy that concentrates on her goal of personal control of her environment and fear of having someone take advantage of her. Always let her feel as if she is in control.
Remember the dominant personality (D-Style) wants to WIN!

However, you can’t afford to come across as being weak. The D-Style wants to do business with winners.

 

Your interaction

 

  1. Limit the amount of socializing up front.
  2. Get to the point.
  3. Respond to their task-related/result-oriented needs.
  4. Be business-like.
  5. Ask ???what??? questions that focus on their concern for results.
  6. Accept their bluntness.
  7. Show desire to achieve added results.

 

Gaining D-Style Co-operation and Commitment

 

  1. Highlight the key options available. Do not present only one option.
  2. Make it clear that you understand that the choice is theirs.
  3. Don???t try to push them to make a choice or to accept your recommendations.
  4. Work towards developing a long-term win-win relationship to your mutual benefit.
  5. Ensure efficiency and delivery as promised.
  6. Draw attention to your proven successes. No need to be humble.
  7. Focus on helping them to achieve their goals.

 

Remember the D-Style does not like:

 

  1. Waiting
  2. Idle chatter
  3. Slow responses
  4. Indecision
  5. Overly structured requirements
  6. Taking orders or losing control of the situation

 

Your arguments should always include phrases like:

???This means that you?????????
???The benefit of this to you is??????
???The competitive advantage for you is ???..???

NOTE

Negotiating For Success is one certification included in our Leadership Development Program that is delivered online and with supporting live webinars through your branded Virtual Academy.??Complete the form below to learn how your organization can participate.

Trevor E S Smith | INFOSERV People Tech Solutions | Success with People Academy

    26Feb

    How To Negotiate With A Dominant Personality

    Your Outlook

    Develop a strategy that concentrates on their goal of personal control of their environment and fear of having someone take advantage of them.

    Remember the Dominant individual (D-Style) wants to WIN!

    Your interaction

    1. Limit the amount of socializing.
    2. Get to the point.
    3. Respond to their task-related/result-oriented needs.
    4. Be business-like.
    5. Ask ???what??? questions that focus on their concern for results.
    6. Accept their bluntness.
    7. Show a desire for them to achieve added benefits.

    Gaining their co-operation and commitment

    1. Highlight the key options available. Do not present only one option.
    2. Make it clear that you understand that the choice is theirs.
    3. Do not try to push them to make a choice or to accept your recommendations.

    Develop a long-term win-win relationship by:

    1. Ensuring efficiency and delivery as promised.
    2. Drawing attention to your proven successes.
    3. Focusing on helping them to achieve their goals.

    Remember the D-Style does not like:

    1. Waiting
    2. Idle chatter
    3. Slow responses
    4. Indecision
    5. Overly structured requirements
    6. Taking orders or losing control of the situation

    Your arguments should always include phrases like:

    ???This means that you?????????

    ???The benefit of this to you is??????

    ???The competitive advantage for you is ???..???

    Case study

    Bill was part of a group of friends who wanted to sell the idea of sponsoring a radio program to his boss ??? Don. The group included highly trained sales reps and an elaborate sales presentation was developed. The presentation was derailed as Bill recognized that his boss was getting impatient. He went straight to the bottom line cost/benefit figures.

    Don actually thanked Bill for not wasting his time with the ???sales talk??? and approved the sponsorship.

    The above approach may not work well with the I-Style because:

    The relationship is as important (in fact, often more important) than any other factor in their decision-making. ???Connecting??? helps.

    The above approach may not work well with the S-Style because:

    The S-Style would prefer to get a full understanding of how the entire project would come together. They would prefer to have all the nuances and possibilities explained. There should be no surprises.

    The above approach might work with the C-Style with some adjustment:

    The C-Style is not keen on what they consider meaningless chatter. So, a direct reference to the hard facts is appealing to them.

    It is not likely that a quick decision will be made. You should also be prepared to leave support documentation with C-Style and to follow up for a decision later.

    ACTION

    Remember we are all involved in some form of Negotiation. You can include principles from our online certificate course Negotiating To Success!

    It incorporates our DISCerning Model of Communication, Leadership, Negotiation, Conflict Management and Sales.

    Earn 18 Professional Development Credits that can be applied to SHRM CP or SCP recertification. The course deals with a principled approach to negotiating and covers the key foundation concepts, approaches and techniques that will consistently take you to win-win.

    E-mail now for more information: info@infoservpeopletech.org