Can You Read Me Yet? Part 5

Does this sound familiar? I have had several conversations lately where the person on the other end of the call is relating that they were having a problem with managers who to their face were stating that the process improvement plans are great let’s do it. Behind their backs they are telling their staffs to forget about it the improvement plan is a waste of time.

The Scenario

My friend works for a major corporation as the continuous improvement engineer. They have a department in which the department manager when in the company of others in fully supportive of the change efforts but once the manager gets back to his department, the manager is telling the department human capital assets that they should continue to do things as they have been because the new methods are not worth the time. So what does my friend do?

First as we stated several weeks ago, the problem may be rooted in the communication of the expected process improvement efforts. The plan has not allowed for the department manager to take ownership of the process/ The Platinum Rule provides a way to get back on track. Over the next several editions we will walk through the four behavior styles and how to work with them in your operations.

I know that there is an inherent danger in making assumptions, and I think it discovered on of the dangers. For argument’s sake let’s say that instead of a director my friend is a socializer. She looks for constant approval and how she looks to others. She wants to ne around people who are as gung-ho about the process as she is. As a socializer she thinks with her emotions. As a result, she wants to be involved in the implementation process. The socializer likes change and innovation so she is right at home with the project team. She strives to have others notice that she is involved in the process. She needs both help getting organized and dealing with conflict. Getting around action and stimulation is her sweet spot.? Finally she wants feedback that they look good and being in an optimistic work environment.

Socializer to Socializer (Direct and Open)

This is an easy one. Just be yourselves. Working with a fellow socializer be sure to show them that you admire and like them. Be optimistic and support their feelings. Socializers not liking conflict means you need to concentrate on the big picture rather than the details of the situation. They like to be around people so avoid long term repetition of details. Make sure that you are working together on the solution. Additionally keep the pace of your conversations fast and lively. Socializers need to feel support for their ideas and dreams. Give them feedback on how they are doing.

Socializer to Director (Direct and Closed)

As a socializer you need to change your behavior styles so that you can show the Director how they can win. The socializer likes to innovate so use that skill to show the director new opportunities for them to excel. While it may be hard for you, show the director concise data and let them do their thing with the information. Using your socializer skills either agree on the goals and boundaries or get out of their way. We are not suggesting free rein, but within limits let them do it their way. Make sure the routine is not constant. Provide them with feedback on their work results and be prepared to argue with conviction when you have a problem.

Socializer to Thinker (Indirect and Closed)

Go against your grain and approach the thinker in an indirect and to your liking in a non-conflict way. Back up your process with conviction and the reasons why you are doing the things you are doing. We al learning different ways but the thinker needs to see things in writing. That written piece should include both the explanations and the rational and the process. You want to answer what is in it for them and why it has to be done. Give them time to think about the recommendations you are making. Once they have contemplated your suggestions let them get involved in its implementation. Don’t be afraid to ask for clarification if you do not understand what they are telling you. Tell them why and how of the new process and allow them time to find the best answers to a question.

Socializer and Relator (Open and Indirect)

You are both everyone’s best friends and that can cause some problems. Be sure that your presentation to them shows that you have minimized the risk of taking action. Provide them with proof that what you are suggesting will work. Utilize your abilities so show them that you have some interest int hem as a person. When giving them instructions do so in outline form or one to three steps to implement the process. Focus on what you have in common. Part of your planning should be to allow them to provide service to other members of the team. The work environment should be a relaxed, friendly one and express the view that you have dropped the air of assumptions regarding team members and where everyone is colleague.

For a moment let’s assume that I was wrong again in my initial assumptions. Next week we will look at the same process from the eyes of the Thinker.

Looking for the perfect model for improving your organizational processes? Pre-order your copy of the TLS Continuum Field Guide - How the Theory of Constraints, Lean and Six Sigma will transform your operations and Program flow to be released in February of 2024

About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. For more information visit https://netorg5223078-my.sharepoint.com/:w:/g/personal/dan_dbaiconsulting_com/ETY_Nur5SptJmboTeh04ijUBb39pq5bXzhFAIOJmSOK6Dg?e=EVVhmg or email us at [email protected]

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