The Tera Transformation Times - August 2024

I recently read Gretchen Rubin's book The Four Tendencies where she explains how each of us falls under a specific category (or tendency) depending on how we respond to inner and outer expectations.

Obligers, the largest group, honor outer expectations above inner ones. They prioritize activities that impact others in the group and often benefit from an accountability partner to accomplish their own goals.

Upholders want to know the rules, the process or methodology to execute an action. They equally balance meeting their inner and outer expectations.

Questioners want rationale. They prioritize inner expectations over outer ones - i.e., for Questioners to be motivated, "the ask" must make sense to them.

Rebels, the smallest group, have challenges meeting both inner and outer expectations; they want to have a choice.

Of course, like everything else in human behavior these are not absolutes. I am mostly a Questioner, but I can become an Obliger with my parents or a Rebel with activities that are not important to me.

Identifying people's tendencies is helpful when we communicate with them, especially when leading others towards a common goal.

Based on how each person on my team conducts themselves, I can infer their tendency and adjust my communication accordingly.

For my Questioner colleagues, I make sure to include a sound rationale for my request. For the Upholders I reference a policy, regulation, or methodology. The Obligers want to know the impact on the overall team, and for the Rebels I articulate clear consequences or results.

An email to my mix-tendency team may look like this:

All,

To address the recently discovered violation of policy (see details in the attached PDF), we will create a process map, identify and solve gaps in controls, and update existing procedures. This will allow us to provide a comprehensive solution to present to the Policy Committee next quarter. Not addressing this issue could result in potential violations?of law (and the costs associated with them), customer harm, and failure to meet our commitments to executive leaders, which would be reflected in our overall performance evaluation and compensation.

Keep these tendencies in mind when communicating your expectations to team members, peers, and even your boss. An added bonus is that once you identify your own tendency you may realize why achieving certain goals has been challenging for you.

If you are an Obliger, ask someone to be your accountability partner or become part of an active community that serves as such. If you are a Questioner, like me, find a way to explain the reasons why you want something in a manner that makes sense to you. Rebels, keep the consequences of achieving (or not achieving) the goal visible and visible so you can see them often. For the Upholders in the group, create a process, rules, or link your goal with an overarching methodology that works for you.

Take the tendency self-assessment and share yours in the comments.

Published and Upcoming Articles

Last month I wrote about how to change others' perception of you and how to transition into a senior leadership role. I invite you to experiment with the tips and tools proposed in each article and modify them to fit your needs.

Both are also available on video

How to Change Others' Perception of You: Insights and Practical Steps

How to Transition into a Senior Leadership Role: Challenges, Competencies, and Advice

In September I will be talking about managing change, hope, and freedom of choice.

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Quote of the Month

“Knowing our Tendency can help us set up situations in the ways that make it more likely that we’ll achieve our aims. We can make better decisions, meet deadlines, meet our promises to ourselves, suffer less stress, and engage more deeply with others.” Gretchen Rubin, American writer and lawyer

Laughter Is the Best Medicine

Background of the Month

Newfoundland and Labrador in Canada is on my list of places to visit. Since we are still in the midst of summer in the Northern Hemisphere, I thought we could enjoy imagining a pleasant 69°F (21°C) weather there.

Here are some interesting facts about Newfoundland and Labrador:

• Newfoundland and Labrador is the easternmost province of Canada.
• Newfoundland was once an independent country, and many people still consider themselves from Newfoundland first and Canada second.
• Labrador is named after the Portuguese explorer Jo?o Fernandes Lavrador, who sailed the coast in 1498-99.
• Newfoundland is nicknamed “The Rock” while Labrador is nicknamed “The Big Land.”
• L’Anse aux Meadows, on the northern tip of Newfoundland Island, is the oldest European settlement in North America. It was built by Norse sailors (or “Vikings”) around 1000 years ago. Some believe it could have been built by Leif Erikson, who arrived in North America 500 years before Christopher Columbus.

One Last Thing Before You Go

It would be immensely helpful to know what type of content you want to receive in this newsletter. Please post your feedback in the comments section or contact me directly via LinkedIn.

For more content, join our email list and receive helpful articles, humor, and the latest posts by completing this form with your name and email. In gratitude, we will send you a free e-book on how to become an emotionally intelligent leader.

Si deseas recibir contenido en espa?ol, únete a nuestra lista de correo electrónico. Completa esta forma con tu nombre y correo electrónico y, en agradecimiento, te enviaremos un libro electrónico gratuito sobre cómo convertirte en líder emocionalmente inteligente.

See you next month!