PROFILE OF SUCCESSFUL LEADERS

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PROFILE OF SUCCESSFUL LEADERS

• CREATIVE APPROACHES TO TEAM BUILDING TOWARDS
• REVENUE GROWTH

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OBJECTIVES

• After completing this exercise, participants
  will be able to
• understand that everyone has his or her own
  unique thinking style and therefore has
  communication needs that are specific to these
  styles.

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Objectives (2)

• distinguish between the five different thinking
  styles.

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Objectives (3)

• understand the strengths and liabilities of our
  own thinking styles.

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Objectives (4)

• recognize behavior clues that indicate a
  preferred thinking style.

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Objectives (5)

• bridge differences between thinking styles for
  more effective communication.

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Objectives (6)

• learn how to influence others through improved
  negotiation skills.

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Objectives (7)

• learn what is most effective in motivating a
  particular thinking style.

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Objectives (8)

• learn how to select the most appropriate thinking
  styles for a defined project.

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PROFILE OF SUCCESSFUL LEADERS

• Successful people understand a persons style and
  understand a persons needs.
• Golden Rule Do onto others the way they want and
  need you to do unto them! ...relationship
  marketingNOT necessarily the way you want done
  onto you.

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SELF AND GROUP ANALYSIS-STYLES OF THINKING

• ? People think and make decisions differently.
  (Group layoff decision process)
• ? 50 of us approach issues with one style of
  thinking.
• ? 35 of us use two different styles of
  thinking.
• ? 15 of us use more than two styles.
• ? We tend to impose our way of thinking on
  others and when things fail we rationalize,
  blaming it on others or bad luck.
• ? If we have insight into how others think, and
  what their needs and wants are, we can influence
  their decisions in a profound way!

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TYPES OF THINKING STYLES

• Synthesist
• Idealist
• Pragmatist
• Analysts
• Realist

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THINKING STYLE PREFERENCE LEVELS

• 72 Very Strong Preference
• 66 Strong Preference
• 60 Moderate Preference
• lt 48 Moderately Low Preference
• lt 42 Low Preference
• lt 36 Very Low Preference

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SYNTHESIST

• Creativity From Contradictions - focus is on
  opposites.
• No Facts Please-facts have little value...every
  fact has an opposite.
• Articulate, and Abstract
• Curious and Often Confusing -conversations that
  branch out.

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SYNTHESIST STRENGTHS

• Produce New or Unique Ideas
• Prevent Over-agreement focus is on underlying
  assumptions.
• Thrive on Conflict - comfortable with verbal
  conflict...can cut through politeness.

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SYNTHESIST LIABILITIES

• Speculate, Speculate, Speculate-conflict is ever
  present.
• Argue Forever-gets bored with stability.
• Ignore Concrete Facts - facts are too final.

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IDEALIST

• Similarities and Sentiments - the world shares a
  common ground.
• High Standards and Deep Disappointments - easily
  offended by compromise of standards.
• Long Range and Broad Gauged - goals are set at
  high value levels.
• Were All in this Together

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IDEALIST STRENGTHS

• Keep an Eye on Long Range Goals-
• Quality Over Quantity, Service Over Savings
• Cohesion, Cooperation, Coordination-more
  interested in the well being of the whole group.

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IDEALIST LIABILITIES

• Reach Exceeds Resources - may set unrealistic
  goals based on the resources and time available.
• Put Off By Poor Performance - expects more from
  others than they do from themselves.
• Stopped By Disagreement - will give in to others
  rather than voice an opposite opinion.

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PRAGMATIST

• Take the First Step and the Long Run Will Take
  Care of Itself
• Lets Try It
• Whatever Works
• Look for the Immediate Payoff - will give up
  ownership for a quicker payoff.
• See Things As They Are - doesnt want to get
  delayed by underlying issues.

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PRAGMATIST STRENGTHS

• Resourceful and Adaptable - high innovation and
  strong tactical planner.
• Bite-Size the Big Jobs - will view every small
  step as a victory.
• Sensitivity to What Appeals to Others -can easily
  sell others on what works.

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PRAGMATIST LIABILITIES

• Down With Long Range Planning-will sacrifice high
  standards for a quick payoff....screen out long
  range implications.
• Settle for Trivial Gains - short range view.
• From Flexible to Fickle - will agree with
  whatever takes them closer to the goal line.

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ANALYST

• Search for the One Best Way - gathers all the
  data to find the one best solution that exists.
• Rationalize, Categorize, Crystallize - gathers
  data to form a logical theory....resistive to
  change without new data.
• Prescriptive Not Descriptive - there is only one
  best solution
• Solid Strength - wont move easily without more
  data.

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ANALYST STRENGTHS

• Method, Accuracy, and Thoroughness -great at
  adding structure to the process.
• Knowing Where Youre Going - very calculated and
  structured direction.
• Persistence in the Face of Doubt - very
  persistent in the search for the best solution.

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ANALYST LIABILITIES

• Analysis Paralysis - may have a need for too much
  data.
• Strong Minded - sometimes perceived as stubborn
• If Its Not Rational, Its Not Real - has no need
  for feelings and emotions to be part of business.

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REALIST

• Make Sense Out of Senses - quick at grasping
  reality based on experience, touch, sight and
  hearing.
• If You Cant Sew a Button On It - If you cant
  see it and touch it, its not there.
• Fix it Fast and Forget it - interested in a quick
  solution...the world is full of problems waiting
  to be fixed.
• Delegate Detail- get very bored with
  detail.however they appreciate and expect
  detailed results.

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REALIST STRENGTHS

• Confident Action in the Face of Doubt -will
  charge up a hill in the dark.
• Drive to Get the Job Done - will push a team to
  new heights.
• Hardly Ever Totally Wrong - quick at calculating
  on the run...the end result usually gets the job
  done.

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REALIST LIABILITIES

• Leap Before You Look - doesnt always have all
  the data.
• Fix It and Fix It Again - sometimes in too much
  of a hurry for a less than perfect fix.
• What Do You Mean You Dont Agree?- has a
  difficult time understanding how someone could
  disagree.... the facts are plain to see!
• Doesnt perceive the need for group
  consensus...the fix is obvious and therefore a
  group consensus is not a productive use of time.

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BENEFITS OF THINKING STYLE SKILLS

• ? Improve Communication self analysis,
  understanding others, learning to listen,
  increase effectiveness of communications
• (business and personal)
• ? Selling improving listening skills,
  individual selling, team selling,
  influencing others
• ? Team Building and structuring teams, blending
  strengths and skills,
• Organizational Analysis recognizing blind
  spots, interviewing, analyzing decision
  processes, balancing the group output of
  stronger (realist) personalities with the
  more passive (idealist)
• ? Conflict Resolution recognizing different
  styles, avoiding sensitive areas, planning
  communication approach
• ? Managing for Peak performance interviews,
  identifying areas of Performance concern,
  reviewing and mixing styles to maximize
  output