The Roadmap – Stage 4 Building the Cross - Functional Team

Can You Read me Part 3

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.

We need to understand that we are dealing with a circumstance not totally of your own creation. You have managers who are getting pressure from above to bring about quick results. You have CEO’s and Board members who are only concerned with that end of the year bonus check. You have shareholders who want that dividend check. To top it all off you have an organization which flatly does not want to buck the existing corporate culture. You have all heard the ramifications of this – “It is not my job”; “It is not the way we do things around here’’

The problem with this scenario is that the communication plan is at fault. The organization has failed on three fronts. First, they have not delivered the basic message required. The entire organization needs to understand three things before starting an improvement effort. They need to understand what is in it for them to complete the changes. Second, they need to understand what is going to change.? Third they need to understand what will happen if we do nothing.

But the problem goes deeper than that. I have tool that will answer this deeper issue. Back in 1987 and updated in 1996 and then applied to the sales process in 2007 {before you dismiss this concept, Dan Pink wrote a book titled To Sell is Human which contends that everything we do involves selling of some kind) my friend and colleague, Dr. Tony Alessandra introduced the Platinum Rule. The Platinum rule simply states that we should treat others the way they want to be treated. It is not asking you to change who you are, it is asking you through some clues provided to you modify how you deliver your message.

Tony contends that everyone is either direct or indirect, open or closed in the way they deal with other people. If we change the way we approach that person by using the clues they provide us, we will have a better chance of getting them to come fully on board.

In the last two editions we looked at the characteristics of the direct and indirect behaviors. This week we want to look at the flip side of the coin and consider the open and closed behavior signs. If we are dealing with someone who is open in their behaviors they are likely 1) self-disclosing;2) Shoes their feelings freely; 3) decision making is based on how they feel; 4) when you are discussing something they tend to include digressions off topic; 5) they are relaxed and go with the flow; 6)they are easy to get to know in a business situation; 7) open to work with others and initiates and accepts physical contact; 8) expresses animated facial expressions; 9) has a friendly handshake; 10) more enthusiastic than the average person; 11) your feedback will be more likely nonverbal; 12) you will find they are responsive to dreams/visions/ and concepts.

The other side of the coin is the closed behaviors. If the manager in question is closed in their behavior they will tend to be 1) guarded in what they say; 2) feelings will be kept to themselves; 3) requires evidence to make a decision; 4) more formal and proper; 5) goes with the agenda; 6)disciplined about how their time is used; 7) prefers to work independently; 8) avoids physical contact; 9) likes goal -related stories; 10) formal handshake; 11) most likely will not give any feedback; 12) responsive to realities/actual experiences and facts.

When we bring these past two weeks together, we find that there are four distinct behavior styles at play with this manager:

A.??? He could be a director meaning he displays the characteristics of being Direct and Closed

B.??? He could be a socializer meaning he displays the characteristics of being Direct and Open

C.?? He could be a relater meaning he displays Open and indirect characteristics.

D.?? He could be a Thinker meaning he is both indirect and closed.

With the coming four editions we will take the scenario of the manager and look at how to deal with him in each of the four styles beginning with the director.

I would highly recommend you get yourself a copy of Tony’s book, The Platinum Rule for Sales Mastery. Ever since meeting Tony back in the 1980’s and reading his books, I have found the Platinum Rule to be a vital part of my toolbox, In the coming weeks I will do the same with the Indirect, open and closed behavior styles and then we will bring it all together to show you how you can resolve the issue of a non-cooperative manager.

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. Looking to ways to enhance your vale to your organization? We now offer virtual fully accredited six-sigma yellow belt certification training. Learn more at https://tls-continuum-learning-center.thinkific.com/courses/the-road-to-operational-excellence-the-hcm-edition