Posted on 05 December 2010.
There is the language of influence that you can use when interacting with
people. But in order to use that language effectively to create connection at
work and within our families, we need to understand the key components
of each personality. For instance what makes each style feel comfortable,
how each likes to act and speak with others, and what type of environments
they like to be in.
You cannot begin to influence without the knowledge of what to influence
upon. It is also important to recognise that being able to positively influence
anyone relies largely on our ability to understand ourselves first.
In order to adjust our styles for optimal success and to bring balance to our
lives, the outgoing fast-paced type will need to learn how to be more steady,
cautious, and more laid back. And the reserved slower pace will need to be
more dominant and interactive by reaching out to people and being more
flexible. In addition, they will need to consider going with the flow of
things rather than having to plan every move.
Posted in DISC Model
Posted on 05 December 2010.
Conflict in the workplace is one of the highest and most unrecognised
reducible costs incurred by an organisation. In a conversation with an
executive CEO, who owned a midsized company, he said, ‘I have no time
for all this soft stuff and people’s feelings and needs . . . The real issue is a
matter of talent and bottom line results.’ Even with the best talent, if the
environment is not conducive for drawing out this talent and focusing
on productive efforts, then this so-called ‘fluff ’ will cause the company
hundreds of thousands and, on several occasions, millions. A study based
on a Gallup survey showed that 31 per cent of staff is actively engaged
while 52 per cent are not. Subsequently, 17 per cent are actively disengaged
(over 23 million U.S. workers) as the result of unresolved conflict in the
It seems the soft issues of conflict are not so soft after all but are indeed
central to the business success of any organisation. According to a recent
survey from CEDR, the key conclusions drawn were:
- Eighty per cent of disputes have a significant impact on the smooth running of business.
- In a case that is a million pounds in value, a company will consume an average of over three years of manager’s time trying to sort it out
- Over a third of managers would rather parachute jump for the first time (35 per cent) than address a problem with their team at work,and just under a third would rather shave their head for charity (27 per cent). Some even said they would rather eat bush tucker bugs for a week (8 per cent).
For more information see my book The Hidden Cost of Conflict in the Workplace for more information
Posted in Resolving Conflict