Did you take the newsletter assessment? Review the appropriate area below to understand your communication style! It is important to keep this information on hand so that you can identify other styles and refer to this review on how to work with them (think about those that are most difficult to work with – this will help)!

Know your style and the style of others around you. It will make you the most influential person in your company!

Were your Answers mostly Red?
If you were tied with another color and red, then this posting also applies to you.

This is the high level overview (perfect for the drivers) on their communication style.

The folks that are in the primarily red section are typically drivers in companies. These are the quick decision makers that are focused on task results. They want things done fast and don’t like to slow down the process very often. They have a strong drive and desire to carry things out. They are also practical, quick, efficient and primarily focused on results.

When having conversations with someone that you may identify as a driver, keep a couple things in mind.

1. Don’t spend time in theory, get to the point.
2. Be brief and don’t provide a lot of details.
3. Give them the high-level decision (or bullet points only in an email).

Did you Circle mostly Yellow Words?
These are the very expressive yellow folks. If you were tied with another color and yellow, then this posting also applies to you.

This is the high level overview on the influencial communication style.

Those of you that are in the mostly yellow category are probably the most influencial employees in your company. These are typically your speakers and presenters with a great ability to be flexible and open minded. Many times the people that fall in this category will make decisions based on their “gut” feel rather than cold, hard facts. As they will probably tell you, this has made them the hero at times and then on the flip side also made them look a little silly (even though they probably talked through it so they didn’t look too ridiculous). These folks love a challenge, are almost always optimistic that it will all work out and are ready for change at anytime. They are risk takers, and this can sometimes get them in a bit of trouble because they can be impulsive and take unnecessary risks. They don’t like to focus on the details and would rather look at the high level strategy or “big picture”!

When communicating with these expressive folks that tend to talk with their hands, be sure to have some visual aids to explain your idea. Tell them a story and make it relavent to how the idea or vision will affect them. Please don’t bore them with details, you will lose them within 2 minutes of starting. Also, inspire them – that will get their attention!

Maybe You are an Easy-Going “Green” Person
If you had a high number of words circled in the green section, or if this came into a close 2nd then please read carefully through this blog.

The folks that fall into this area are typically the glue that holds the team or company together. They are steady, which means they probably won’t have high emotional swings (at least in front of people). They tend to have a knack for building and keeping strong relationships and have a built in high quality of trust. The people that are in this area are typically great listenings, and they are very patient. This leads to a strong tolerance for differences. They may ask a lot of questions, but this is only because they are curious and want more information, not usually because they don’t believe what someone is telling them.

Because of the emphasis on personal relationships, this person might take a much longer time to make a decision. Since they avoid conflicts and risks, they want everyone to agree on the idea, which in turn takes a much longer time to make a deciaion.

There are many specific ideas to keep in mind when approaching someone who falls into this communication area. First, show them you are genuinely interested in the conversation. Dare I say it… This means turn off your cell phone, don’t send text message in the middle of the discussion, turn away from your computer and give them undivided attention. Be patient and listen to them during the entire discussion, and do your best to not interrupt them. These ideas may be difficult for a person in the red area as the red and green are complete opposites. The red person likes a quick response and answer while the green person takes a slower decision-making style and needs time to process. The best idea is to ask this steady green person what is a good deadline for a decision to be made, and then follow-up with them on that day.

What About the Detailed Blue Person?
If you had a high number of words circled in the blue section, or if this came into a close 2nd then please read carefully through this blog.

These Concientious employees are excited to get a difficult challenge. They are designated problem solvers and will ensure that every area is thoroughly researched and correct before presenting the final results. They are also typically very careful listeners and will questions ideas that do not seem right. The employees in this category are so methodical and thorough that they may need a little push to make a final decision. Give them a deadline and then follow-up at that time.

The employees that show mostly blue behaviors are uncomfortable with changes and not tolerant of intuition. They need the information rather than the feeling. Therefore, if you are a higher yellow person, then you need to be sure you are prepared with the facts rather than your feeling when you have a discussion with a person in this category.

When approaching a person in the blue category, be more focused on the task that needs to be completed rather than building a strong interpersonal relationship. According to the folks in this category, there is a time and place for interpersonal relationships, and work is not the appropriate place. Also, bring the data – show them the reason that your specific idea needs to be implemented. Then give them time to go off and do their own research on your information.

Structuring a Downsize

During this time of downsizing companies need to ensure they are following a process. Do you have the right staff to support your key initiatives?

1. Know your key initiatives. What are your short and long term goals, objectives and action plans? Do you have them written down? Review them with your staff, document the action plans and establish due dates.

2. Examine business processes. Form a cross functional team to examine business processes: senior execs, finance, HR and the people who actually do the work. Eliminate duplication of effort and ensure proper use of technology.
3. Reengineer the way things are done. Make sure the system continues to be implemented (i.e. train employees to use it).
4. Inventory the organization’s talent. Do this before considering downsizing to cut costs. Do you have the right people in the right jobs? Consider sending your teams through assessments that ensure you have the right people in the right jobs.
5. Downsize with Integrity. Openly communicate and provide alternative career options.

Jessica Pierce
jessica@atdsuccess.com
480-239-6738

Job Seekers – Resume Format

You want your resume to stand out, but not for all the wrong reasons. There are some standards for resume formatting that should be followed.

• This is not the place for your personal flair or your resume may never get viewed by the right people.
• Stick to a simple font like Courier and send in text or ASCII format. (As opposed to html, or an email format that may be blocked by the interviewer’s spam filter.)
• Begin with your most recent job with brief overview of job responsibilities, followed by additional work experience. Then list your education and pertinent certifications.
• Use brief bullet points to list and describe your job duties. Bullet points rather than paragraphs make it easier for the hiring manager to scan your resume.
• Make sure the limited space you have contains the most pertinent experience relating to the particular job opening. Personlize it to the specific job!
  

Don’ts

• Don’t use a lot of italics, bolding and underlining. Beyond cluttering up your resume, you want no excuse for various resume scanning software to misread or reject your submittal.
• Don’t use “I,” the first person pronoun. It’s understood.
• Don’t use lofty language and long sentences.
• Don’t include an objective on your resume unless it is written specifically for the job opening
  

For more tips on resumes, interviewing, discussing money and the hiring process, please visit our free resources section online at http://www.atdsuccess.com/CandidateResources.html

Jessica Pierce
www.atdsuccess.com

I was sitting at Valle Luna earlier this week. Next to me in the booth were 2 employees and a manager from the same company. Besides the fact that they were speaking fair loud, I couldn’t help but hear their intriguing conversation. It is just another example of what NOT to do as a manager.

The one employee had been in a previous factory position. The factory was going through some changes, and many of the employees had heard that their was going to be a factory shut-down. Some of the employees had asked the manager about this shut-down. The manager completely denied that this was going to happen. Well, guess what happened… Two weeks later there was a factory announcement – they were shutting down. The employees were going to get an opportunity to search for new positions or take a severance package. They had about a week to decide what to do.

Many of us have been through these type of scenarios. As managers, what is our responsibility to our staff when something of this magnitude happens in our organization?

The #1 trait that employees look for in a manager is integrity. Even though the manager above may have felt they had no choice but to lie, there are certainly options the manager had rather than telling out right lies. Because of his decisions, this manager will never be trusted again by these group of employees, some which stayed at the company.

How can we be honest with employees without breaking the “code of silence” bestowed upon us by the senior management staffs? First of all, be as honest as possible. You can tell them that change is inevitable in your industry and you are aware that some changes are going to happen. Let them know you don’t have the details yet, but that you will be sharing them as soon as you can. Ensure your staff that any changes that happen will be followed with an in depth transition plan. This will give them some security and uphold your level of integrity with them. Then, follow through with what you said. Ensure their is a solid transition plan: will you help them find new positions, do you have an onsite or contracted career center, will their be a severance package, etc.

Overall, be a manager that is honest with the highest level of integrity. This will show off your leadership ability more than any other skill you may have.

Have a great week!

Jessica Pierce
jessica@atdsuccess.com
480-284-5284

This can be an overwhelming and confusing process for many business owners or managers. Where do I start, what process works the best, do I need help and who can I trust. Below are a couple tried and true tips that will help you in your search.

1. Do you fully understand the job requirements? You may think so, yet still do a little research. Ask the following people for the new employees accountability areas: direct manager, colleagues, customers, subordinates and people that have previously held the position. You may be surprised in the different expectations each of these groups of people have for the same position.

2. Determine the top 3 expectations. When the research is completed with input from all groups, determine the top 3 priorities. These priorities will be the basis for your job req and your interview questions. Make sure you also understand the behavioral needs of the team – are there any gaps that need filled.

3. Find the right interview questions. Utilize questions that will best obtain actual examples of work that has been done or scenarios in how the employee will react in situations. In many cases, exact experience of the same job is not a perfect fit. Find the right person with the right behavior style, communication style and fit into the team. If the position can be trained, then making sure the person fits within the company is a much higher return on investment than making the job fit the person.

4. Market the position. There are many generic and all-inclusive job boards available (monster, jobing, careerbuilder, etc). There are also many specific job boards available. If you are a non-profit organization, be sure to fit job boards that fit your company. If you are an engineering organization, there are job boards for your company. There are multiple job boards to fit almost any industry.

5. Staffing Agency. If you don’t have dedicated internal recruiters, then a staffing or placement agency might be the right option. Ask other managers and business owners which companies they have used in the past for recommendations. Agencies come in many different styles and areas of expertise. Find one that fits your culture, ethics and priorities so you can build a strong long-term relationship.

There are many hiring options out there. We are in a competitive market for employees right now, so hiring can be stressful. Take the time and resources needed to get the right fit. There is a huge cost in hiring an employee that is the wrong fit. Go through the full process and make sure you understand your exact needs and the person in which you propose an offer.

Have a great week,

Jessica Pierce
www.atdsuccess.com
jessica@atdsuccess.com
480-284-5284

I am part of a coaches team for our church. We mentor (coach) small group leaders for the care groups in our church. I was in our quarterly meeting with all the coaches yesterday, and we discussed the value of questions. As I’ve been teaching communication for many years, I’ve utilized this idea many times. This time it felt a little different as we are coaching people for personal guidance rather than professional guidance.

However, looking at the value of questions in a professional setting is extremely important. When we utilize questioning techniques rather than telling techniques, we allow the listener to direct their own responses and opinions. Many times the listener will figure out the answers without the other person having to give any input.

Now I know this is difficult for people (like me) that like to talk! We just need to ask a question and hold our ground. Let the quiet space linger for 10-20 seconds to allow the listener to ponder our question. Depending on the behavior style of the listener, they many like to hear a question, think about it, create a solid response with reasoning and then verbally respond to the question. So, let them do this!

Good questions start are open-ended and typically start with how, why, what, etc. Questions that eliminate the opportunity for further dialogue are closed and start with when, do, etc.

Take some time this week to focus on questioning rather than telling!

Jessica Pierce
Accelerated Team Dynamics
www.atdsuccess.com
jessica@atdsuccess.com

I’ve studied communication for over a decade in the corporate environment, through various different staffs and during training events and consulting with managers and leaders in corporations. However, I still get it wrong sometimes…

Sometimes it feels like my husband and I have a great discussion and make an intelligent decision, and then a couple weeks later we both feel like we were on two different planets during that discussion and we both walked away with different ideas of our final decision. What happens? Why the miscommunication?

Here’s the lowdown…

My interpretation – I am taking my 2 kids out of town next week, and I booked our flight to return on Sunday morning so we have the rest of the day on Sunday to relax and ensure we get home in time for my son to get to school on Monday morning. Not to mention, I’ll need a emotional break from being on a flight for 4 hours with my overly rambunctious one year old. He plans on going out of town on Friday night for a quick day trip to Mexico with a buddy, and he’s coming back on Saturday night. We love the ocean, and it will be a good mental break for him. I thought we discussed that my husband would pick us up from the airport when we got in on Sunday. Great – I’ll be relieved to see him after that long flight and 5 days a part.

His interpretation – My wife is headed out of town with the kids to spend time with her family in Ohio. I get to spend some wonderful relaxation time on the beach for the weekend with one of my buddies, what a great get away to re-energize myself. My family will be home on Sunday, and I get to see them when I get back from Mexico. I’ll be in a great mood from the beach and from the peace and quiet for a few days.

Did you notice the difference??? My interpretation is that he’ll be picking us up from the airport and be able to give me some relaxation time, and his interpretation is that he’ll be home later on Sunday after he finishes his vacation. Are either of us wrong? NOPE, just a difference in clearly communicating expectations.

This one is simple to solve. I can get someone to pick us up from the airport or he can come home early. We have chosen something in between as a win-win for us both, but how in the world did we completely misunderstand each other? I don’t know, but obviously it happens. I know his style, and he knows my style – we just didn’t listen closely enough to the other person.

Some issues are much more complex, so when misunderstandings do happen be sure to discuss them right away. The longer the “waiting” time, the longer the “recovery” time. Take time to sit down and listen from the other person’s point of view!

Have a great week and a wonderful day.

Jessica Pierce
jessica@atdsuccess.com
www.atdsuccess.com
480-284-5284

I had an intriguing client engagement today, and one of the questions that came up after the workshop really made me think…

Someone asked me, “what if I am trying to be a different person, is that okay.” At first it took me off guard, I thought – why would we want to be different than who we are naturally. Why would we want to be in a position or a career that forces us to be different and makes us uncomfortable.

After a few moments in the discussion, I realized that this person was trying to be a better manager and increase her ability to have stronger people skills. OK, I get that and I’m sure her staff will greatly appreciate her efforts in that area. However, her natural tendencies will continue be to be a task driven person and focus on getting results rather than consulting many people.

My question remains, what if we want to be a different person than what we have naturally been gifted. I’m sure there are many reasons out there to stretch ourselves, learn and grow, but is doing a job that makes us have a high degree of worry and stress worth it?

My answer is – Yes, for a short time period this could be a good opportunity to learn a new skill, stretch our comfort zone and get out of our normal routine. However, over the long haul it could ware us out and become a huge stressor. Proceed with caution if you are continually placed in positions that aren’t natural for you (example: if you are continually doing routine work and your gifts are to be adventurous and visionary).

Happy Friday and have a great weekend!

Jessica Pierce
jessica@atdsuccess.com
www.atdsuccess.com

I had an interesting conversation this week, and I think some of you may likely relate.

I have been working with some clients in a large U.S. based company. There has been an issue with one particular person on the management staff. There is a perspective of her from most other employees that she is difficult to get along with, has an authoritative decision-making style and always has to be right. I conducted an in depth analysis on her behavior style to get a good feel for where to start. Is this the type of person where a real intervention needs to happen with her being put on a corrective action plan?

After reviewing the assessment and having a brief conversation with her, in reality she is someone that loves to have people around her in making decisions. She is a data-gatherer, so the more information she has from various different people, the easier it is for her to make a decision. However, with her thrust into a management position she sees a need to be more aggressive in her management style. She seems to be demanding because the management examples she has had previously were also demanding. She can adjust to her more natural style by getting employees involved with decision-making and pushing for more consultative measures than authoritative. This small change will help her staff see a huge improvement in her management style.

She no longer needs to push for being outspoken all the time when she can revert to her more natural style, this will make her more comfortable and a better leader.

We all need to pursue life by living with our strengths rather than trying to “correct” our weaknesses.

What are your naturally gifted strengths and are you using them!

Jessica Pierce
www.atdsuccess.com
jessica@atdsuccess.com

Now that you have taken this quick assessment and have a general idea of your style, it’s time to apply what you have learned…  If you have not yet taken the assessment, scroll down to March 17th. 

Think about that one person that you are most struggling with at work. Yes, the one that drives you crazy. The one that wakes you up in the middle of the night because you dread seeing him/her the next day. The one you try to avoid when going up the elevator and walking to your cube. You are sure that his/her primary job is to make you leave your group!

Now that you have a good idea of who this person (or persons) is, identify his/her communication style. Scroll down to the posting on March 17th, and fill it out based on what you think his/her answers would be. Consider these facts…

1. Do they have the same style as you?
2. Are they completely opposite?
3. Do you have any areas that overlap?

If you have the same style, then ensure you treating them exactly how you want to be treated. For example, if you have many of the same dominating (D) behaviors, then tone it down for that conversation. Spend more time listening rather than telling him/her how you feel.

If you are completely opposite, then you need to adapt your style to better fit the conversations. For example, if you are an influential (yellow/I) person, and they are a conscientious (blue/C) person, then ensure you are giving him/her facts rather than discussing relational issues such as family.

Lastly, if you do have some overlapping areas then utilize that as your foundation to communication. For example, let’s say you are a steady (green/S), and they have some of the behaviors in this category such as enjoying routine and stability. Then set up a meeting with them for a date in the near future, explain to them what you would like to discuss, and then be on time for the meeting.

Overall, if we look closely at ourselves then we can adapt to get along with just about anyone.

Have a blessed day!

Jessica M. Pierce
www.atdsuccess.com
jessica@atdsuccess.com
480-284-5284