Training Industry Quarterly - Summer 2009 - (Page 9)

WINNING ORGANIZATIONS THROUGH PEOPLE | DR. MICHAEL O’CONNOR POSITIVELY MOTIVATED PERFORMERS ARE DRIVEN TO ACHIEVE GOALS AND RESULTS BECOMING AN ALL-STAR PERFORMER WITH OTHERS R egardless of the level for which we seek success, one constant that is within our control for shaping our success is understanding and applying proven principles for creating winning performance. One of the most fundamental principles is observing whether the performer (you or another person) is more positively or negatively motivated (whether task- or people-focused). Positively motivated performers are driven to achieve goals and results, while negatively driven ones tend to avoid accountability and engage in fight-or-flight practices. This sends us a warning light to better self-manage our attitudes and practices with others. But what do we need to do, and how? First focus on understanding and either capitalizing on the chemistry or minimizing your own natural likelihood of conflict. Let’s use a baseball analogy based on your hitting average with the different types of co-workers (or customers), where 1.000 is a perfect score, .500 reflects winning with two types and losing with two, and .250 winning with one and losing with three of the four primary work styles. If you are a primary Dominant Director, you have a low .250 average at work tasks—winning only with Steady Relaters while experiencing conflict with the others. By contrast, you have a .500 average socially—winning with those more like yourself (Dominant Directors and Interacting Socializers) and not with the two more-reserved, lowkeyed types (Cautious Thinkers, Steady Relaters). If you are primarily an Interacting Socializer, you also have a lower .250 winning percentage at work tasks, winning with Steady Relaters but experiencing sub-optimized performance with the other three types. However, when you are engaged with others socially, you have a very high .750 winning percentage, the only less-winning relationship being with the Cautious Thinker. Those who are mostly Steady Relaters have a highest winning percentage at work tasks at .500 with both Dominant Directors and Cautious Thinkers. When the focus is on social interaction, you also have a very high .750 winning average, being uncomfortable only with Dominant Directors. And, if you are a core Cautious Thinker, you hit a low .250 at work tasks, winning only with Steady Relaters while having opportunity for greater success with the other work styles. When the setting shifts to a social focus, your average rises to .500 as you win with more-reserved patterns and have the opportunity to do better with the others. I’ll wrap up this series in the Fall 2009 issue, with some how-to tips to help you connect with every personal style. Dr. Michael O’Connor is a recognized thought leader, executive coach and founder of Life Associates, Inc. Michael is the co-author of “The Leadership Bridge Program (Situational Leadership II & DISC)” and the book, “The Leader Within.” E-mail Michael at droconnor@lifeassociatesinc.com. 9 Training Industry Quarterly, Summer 2009 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Summer 2009

Training Industry Quarterly - Summer 2009
From Where I Sit
Contents
At the Editor’s Desk
Winning Organizations Through People
Learning Technologies
Performance & Productivity
What Lies Ahead: The Next Evolution of Learning Leaders
Publish or Perish: The Crucial Component of Communication
The Strategic Value of Customer Training
Newell Rubbermaid: A Fresh Approach to Learning
Four Keys to Developing Great Content
Closing Arguments

Training Industry Quarterly - Summer 2009