Working with our Strongest Traits and our Unused Traits. Building Balance and Strength.

This week we are focusing in on behavioural traits. Harrison Assessments identifies 175 traits that provide a profile of those traits that are strong for you, those that are used easily and with comfort, and those which you have not yet given sufficient attention for them to have built strength in their use. Looking at your traits through the Harrison Profiles gives you wonderful insights into how to best use your traits at work, which jobs will suit you the best, which areas to target for development.

The profiles are also very useful for building your own self awareness, and minimising that “Not Known by Self/Blindspot” window of the Johari Windows.

What happens when we distrust our behavioural traits?

A small note today on our behavioural traits that might be holding us back in some way, compromising our ability to be successful in life and in our career. We are all a collection of traits that define our behaviour – in fact, Harrison Assessments lists 175 different traits. Each person is a unique collection of traits, and each trait is either expressed strongly, expressed well, or under expressed. Today, let’s quickly explore those under expressed traits that can compromise our ability to be successful in our relationships, careers and other parts of life.

Talent Analytics – Important Aspect of Workforce and People Management

Did you know that we can help you integrate Talent Analytics into the way that you do business?

Used for quite some time in many areas, analytics is becoming important in people and workforce management. Google, a forerunner in many areas of people management, uses analytics to gain insights into the impact of interviews and sources of hire. Facebook uses analytics to analyse factors that correlate with  high performer retention. SAB uses analytics to evaluate its training.

“No” is Enough

The challenge of communicating well in the workplace is complex and multi-faceted. One of the classic challenges is when to say more without it being too much, and when to say less without seeming heartless, terse or brusque.

How to Say “No” and Keep Yourself AND the Other Person Motivated

It is always inspiring to receive feedback on what has made a difference to people and for people in their working lives. I met with a client recently, now a good friend, and she spoke to me about one piece of advice that I shared with her that has positively changed her confidence in the workplace (and beyond).

It was this: When you need to say “No”, saying “No” is enough. Offering or making excuses is not necessary.

In nearly all cases, the reason behind our refusal is not of concern

More on Humility as a Leadership Trait

Long ago, as I started my consulting career, I was assisting a colleague in running a Leadership Development Course. Over a period of several days, I watched this group of 15 individuals, young, confident, cocky and somewhat arrogant. I asked my colleague if I could run a session on Humility. And so began my interest in the traits that, when cultivated and attained, manifest in deep leadership ability.

Over the past couple of weeks, I have been revisiting Humility in these posts as we explored some of the concepts behind Good to Great, and in a more abstract way, through Empathy and Business Assertiveness. But humility is difficult to define. Worn as a cloak, something just thrown on,

Management: Can You be Too Empathetic?

Empathy is a good trait to have. It allows us to understand the feelings of others, to predict the responses others might have to situations, and to engage with people on an emotional level. In management and leadership positions, it’s a very valuable trait, as staff respond positively to the feeling that they are understood and cared about. It makes the workplace feel as though it is a secure and comfortable environment when empathetic people are in charge.

We feel good when people understand us, when they “get us”, when they understand enough about us to provide the environment and the work that best suits us.  We feel like we can achieve anything when we are appreciated and understood.

I have worked with people in coaching situations and in Leadership Development Programs who have very low empathy. While these people are good leaders

Self Awareness: Dealing with staff when you are stressed

There is nothing more devastating than a manager who barks at their staff.

Even if you have excellent communications skills 90% of the time, it is the 10% of the time when communications go awry that your staff will remember. Usually that 10% happens when you are under stress.

How can you ensure that, no matter what your stress level, your interactions remain motivating, clear and outcome focussed?