This week’s blog post was written by guest author, Mariana Alves. Mariana is a content writer/manager for Ubiminds, a recruiting firm focused on connecting American and Canadian companies to Latin American design, product, and engineering experts.

We chat a lot about boosting software teams’ performance and reaching for the stars, but we often forget to shine a light on a game-changer: trusting your fellow teammates. Today, we’re diving into the nitty-gritty of what truly makes software teams tick – trust! It’s the secret sauce behind every epic software project, and it’s time we give it the spotlight it deserves.

Why Trust is the Real MVP

So, picture this: you’re part of a software team, and everyone’s on the same trust wavelength. It’s like magic, right? Trust is what makes it happen. Without it, things go haywire – delays, chaos, and missed opportunities galore.

But here’s the cool part: when trust is flowing like a river, your team starts cranking out top-notch work, meeting deadlines with style, and even coming up with mind-blowing innovations. And guess what? Happy customers and bigger profits are just around the corner!

Trust-Building 101: Understanding

Now, let’s talk about trust-building. You know that saying, “People differences trigger people problems”? Well, it’s as true as ever. Embracing the awesome diversity of your team is the key. It’s not about checking boxes; it’s about realizing that diverse minds are like a treasure chest of brilliance and innovation.

The Wonder of Empathy

Empathy is the glue that holds everything together. When you truly get each other, trust follows. It’s like a trust-building recipe: first, take the time to understand, then sprinkle some empathy, and voilà, trust starts blooming. Shared experiences and perspectives? That’s the secret ingredient for strong connections.

Communication: The Heart of Trust

To boost trust, you’ve got to open up the lines of honest and inclusive communication. Encourage all those unique perspectives to shine, and don’t forget to lend an ear to folks with different views. Managers must be the champions of open dialogue, so lead the way! Dive into communication techniques that foster open and honest conversations. It’s like giving your teamwork a turbo boost.

Oops, We Failed! (And That’s Actually a Good Thing)

Mistakes happen. But here’s the plot twist: instead of treating them like the boogeyman, let’s see them as golden opportunities to learn and grow. It’s like turning a frown upside down. This mindset shift not only sparks innovation but also shows that making mistakes is how we learn and they are just part of the journey.

Diversity Rocks!

Your workplace is like a melting pot of differences, so allow the team to use this gift to succeed! Teams thrive when everyone brings something unique to the table. It’s like a puzzle where each piece is necessary to complete the picture.

Decisions, Decisions!

Collaborative decision-making is the trust-building superstar. Everyone gets a say, and it makes folks on the team feel like rock stars. Leaders, your job is to keep things transparent, fair, and full of team spirit during the decision-making process.

Watch Out for Trust Traps

Let’s talk about some tricky pitfalls you should keep an eye out for. 

• The One-and-Done Fallacy: Trust isn’t a quick fix; or a one-time act. It’s a long-term commitment
• Continuous Practice and Top-Down Commitment: Trust-building isn’t just for the team; leaders need to walk the talk and set an example
• Embedding the Language of Trust: It’s not about using buzzwords; it’s about making trust part of your organization’s DNA
• The Trust Pyramid: Trust-building isn’t a separate goal but the foundation for teamwork’s success; it’s what keeps everything together, from resolving conflicts to achieving awesome results

Building Trust in A Remote Work World? No Problem!

Remote work? It’s like a whole new ball game for trust-building. But don’t worry, we’ve got some tips to keep those trust fires burning even when your team is distributed all over the place.

• Peer-to-Peer Accountability: Teammates support each other instead of waiting for higher-ups
• Adapting to a Shifting Culture: Embrace change, get to know new colleagues, and maintain trust
• Video: The Connection Catalyst: Turn on those cameras for a stronger sense of presence and connection
• Virtual Coffee Breaks: Have casual chats, just like in the office, but online
• Speed Mentoring = Rapid Bonds: Quick, focused interactions to build connections among team members
• Breaking Down Silos: Foster inclusivity and collaboration in organizations with different teams or third-party groups such as contractors.
• Promote Inclusivity and Equality: Treat everyone fairly, no matter how or where they work to create a sense of trust and inclusion (this includes receiving the same perks like gym memberships and branded items)

Keep the Trust Train Rolling

Remember, trust isn’t a one-and-done deal; it’s an ongoing journey. Here’s how to keep the trust vibes alive and kicking over time.

• Tailor Communication for All: One-size-fits-all doesn’t work in diverse teams, and good communication means speaking each individual’s personality languauge
• Keep the Trust Talk Going: Trust-building is an ongoing conversation about challenges, successes, and lessons learned
• See the Real Power of FaceTime: Human connection is pure gold which is why face-to-face meetings every now and then are like a burst of sunshine for your team
• Empathy Everywhere: Trust can spill into personal life because once you understand the mechanics of how to build and maintain trust the skills will also benefit relationships outside the work environment

Wrapping it Up

Trust is the key component that creates high-performing software teams. Whether you’re navigating remote work or celebrating your diverse team, trust is the MVP. So, keep those connections strong, never stop talking, and let trust be your guiding star for successful teaming.

Mariana Alves is a content writer for UbiMinds, a premier recruiting firm that places software engineers from Latin America in companies around the world.

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Your Personality at Work

Introduction

The modern workplace is a melting pot of personalities, experiences, and backgrounds. This is something to be celebrated but to get there individuals first have to learn to manage these differences. The reality is that our differences often play a significant role in negative workplace dynamics. They affect teamwork, communication, and overall productivity. In essence they play a major part in creating workplace culture. Today, we want to explore the problems caused at work specifically by personality differences, the importance of self-reflection in addressing them, and how the DiSC model can benefit managers and teammates, both professionally and personally. Let’s dig in!

The Impact of Personality Differences at Work

You’ve probably heard us mention this before, but people differences trigger people problems, all day and everywhere. And personality differences, in particular, manifest in various ways in the workplace, often leading to a host of issues. Some of the more common problems caused by these differences are:

• Communication breakdowns: Individuals with different personality types may have contrasting communication styles. For example, an extroverted team member may prefer open discussions and frequent meetings, while an introvert may thrive in quieter, more focused environments. These differences can lead to misunderstandings and hinder effective communication.
• Conflict and tension: Conflicts can arise when team members have contrasting values, work preferences, or problem-solving approaches. These tensions can disrupt workflow, damage team morale, and negatively impact productivity.
• Reduced collaboration: When personality differences are not acknowledged and addressed, it can lead to silos within an organization, with teams and individuals working in isolation rather than collaboratively. This reduces the potential for innovation and problem-solving.
• Decreased morale and job satisfaction: Feeling misunderstood or undervalued due to personality differences can erode an employee’s job satisfaction and overall morale. This, in turn, can affect retention rates and lead to higher turnover.

These aren’t the kinds of things a manager can just turn a blind eye to. They need to be addressed head-on. 

The DiSC Model: A Tool for Understanding Personality Differences

At Brilliant People we prefer to use the DiSC model for personality development training. This model has 40+ years of research behind it and is known for its reliability and validity. Plus, it’s easy to remember. DiSC stands for Dominance, Influence, Steadiness, and Conscientiousness, representing four primary personality traits. 

• Dominance (D): Individuals with dominant personalities tend to be assertive, direct, and goal-oriented. They value results and take charge in decision-making.
• Influence (I): People with influential personalities are outgoing, social, and enthusiastic. They excel at building relationships and enjoy collaboration.
• Steadiness (S): Steady personalities are known for their patience, empathy, and reliability. They are excellent team players and prioritize harmony.
• Conscientiousness (C): Those with conscientious personalities are detail-oriented, analytical, and precise. They value accuracy and structure.

Each personality type has strengths but they can rub each other the wrong way when their strengths are taken to extreme, or when they are unwilling or unaware of how the other types operate. The DiSC model, then, is a valuable framework for understanding these differences by providing personalized feedback and encouraging a lot of self-reflection. 

The Importance of Self-Reflection

In addressing the problems caused by personality differences at work, self-reflection plays a crucial role, especially for managers. Self-reflection is the process of examining one’s own thoughts, feelings, and actions to gain a deeper understanding of oneself and how one interacts with others. Some may find this painful, but the reality is that when managers take the time to reflect on their own personalities, preferences, and behaviors, they become more self-aware and can make positive changes. Understanding how one shows up at work and how to mitigate any negative aspects can help a manager to succeed. Some important products of self-reflection are: 

• Gaining self-awareness: Self-reflection enables individuals to recognize their own strengths and weaknesses, as well as how they react in different situations. This self-awareness is the first step in effectively managing personality differences.
• Improve emotional intelligence: Understanding one’s emotions and those of others is essential for navigating interpersonal relationships. Self-reflection can help individuals develop emotional intelligence, which is critical in the workplace.
• Enhance communication skills: By reflecting on their communication style and how it may differ from others, individuals can adapt and improve their ability to connect with colleagues and team members.
• Manage stress and conflict: Self-reflection can aid in recognizing triggers for stress and conflict, allowing individuals to develop coping strategies and maintain a calm and productive work environment.

Sounds amazing, right? But if you’re a manager you may be thinking, “That’s all well and good. I’ll be a better person, but will this self-reflection actually get me noticed at work? I mean, I could really use a pay raise, or better yet, a promotion!”  

Statistics on Self-Reflection as a Leadership Quality

We hear you, and take heart because self-reflection is not just a feel-good practice. It has a measurable impact on leadership effectiveness. According to a study conducted by Harvard Business Review, leaders who engage in self-reflection exhibit the following:

• Improved decision-making: Leaders who prioritize self-reflection are 90% more likely to make better decisions.
• Enhanced problem-solving: They are 81% better at solving complex problems.
• Increased emotional intelligence: Leaders who practice self-reflection have an 83% higher emotional intelligence quotient (EQ).
• Better communication: They are 40% more effective in communicating with their teams.
• Stronger relationships: Leaders who engage in self-reflection have a 62% higher ability to build and maintain positive relationships with team members.

The stats don’t lie, people. Self-reflection makes for an improved manager with some pretty significant super powers!

Conclusion

In the complex tapestry of the modern workplace, personality differences can either be a source of discord or a catalyst for innovation and growth. By acknowledging the potential problems caused by these differences and embracing self-reflection and the DiSC model as the path to address them, managers can communicate more effectively and pave the way for more harmonious, productive, and fulfilling work environments. 

So what are you waiting for? Call us today to begin your own self-reflection journey with DiSC and Brilliant People! The Culture (R)evolution starts with you!

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Motivating employees is a crucial aspect of effective management. After all, when employees are motivated, they are more engaged, productive, and committed to their work. Motivated employees also tend to stay with their organizations longer, reducing turnover and the associated costs. As a manager, it’s your responsibility to create a work environment that fosters motivation. Today’s blog post will give you 5 effective strategies managers can use to motivate employees.

1. Recognition and Appreciation

One of the most powerful motivators for employees is recognition and appreciation for their hard work and achievements. This is really a basic human need. And when employees feel valued, they are more likely to go above and beyond in their roles. In fact, research published in the Journal of Applied Psychology showed that when employees perceive their supervisors as appreciative, they are more committed to their organizations. To show appreciation for hard work managers can publicly acknowledge employees’ contributions in team meetings, highlighting specific projects where an employee excelled, provide a certificate of achievement

2. Opportunities for Growth and Development

Employees are motivated when they see a clear path for personal and professional growth within the organization. Managers can facilitate this by offering opportunities for skill development, advancement and mentorship. When employees know they can grow within the company, they are more likely to stay motivated and engaged. And according to a study by Mercer, they’re more likely to stay with their current employers. Managers can create development plans for employees with clear goals and that include training sessions or other professional development. And it’s important to realize that soft skills training is just as important as training for hard skills. 

3. Effective Communication

Open and transparent communication is essential for motivating employees. Managers should regularly communicate with their teams, providing feedback, setting clear expectations, and involving employees in decision-making processes. When employees understand their role and how it contributes to the overall success of the organization, they feel more motivated and engaged. A manager might hold weekly team meetings to discuss ongoing projects, share client feedback, and address any concerns. During these meetings, the manager should encourage team members to share their ideas and opinions. When employees feel that their voices are heard and their input is valued, they are motivated to actively participate in projects. 

4. Incentives and Rewards

Incentives and rewards can be effective motivators when used strategically. Managers can implement various incentive programs such as bonuses, promotions, or special recognition, to encourage employees to achieve specific goals or targets. And rewards can be big or small, depending on the manager’s budget. Extra vacation days are always welcomed by employees as are e-gift cards to your local coffee shop. Or a manager could set up an employee of the month/quarter/year award. There are even reward platforms available where you can track and reward in one place. Just remember that it’s crucial to tie incentives to meaningful achievements and ensure they are fair and equitable. 

5. Supportive Work Environment

Creating a supportive work environment is fundamental to employee motivation. Managers should foster a culture of trust, collaboration, and well-being. When employees feel supported and can maintain a healthy work-life balance, they are more likely to remain motivated and engaged. One of the best ways a manager can do this is to provide flexible work hours and remote work options. You could also provide wellness programs, such as yoga classes or mental health resources, to help employees manage stress. By prioritizing their well-being, you create an environment where employees are motivated to give their best. And bonus, a study published in the Harvard Business Review revealed that employees who feel their managers care about their well-being are less likely to leave their jobs.

To Wrap It All Up

Motivating employees is a continuous process that requires dedication and effort from managers. By utilizing these five effective strategies (recognition and appreciation, opportunities for growth and development, effective communication, incentives and reward and a supportive work environment) you can create a motivated and engaged workforce. However, each employee is unique, so it’s essential to tailor your motivational strategies to their individual needs and preferences. Ultimately, when employees feel motivated and valued, they contribute to the success and growth of your organization.

Whether you manage a team of one or many, improve your management skills with the Management training by Brilliant People. Contact us today!

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Your Personality at Work

As a provider of soft skills training, we hear people question the ROI of non-technical skills all the time. Now, this is absolutely an important aspect of business that has to be considered but our goal goes beyond just looking at ROI. Organizations need to understand the fact that helping people acquire the tools necessary to communicate more effectively with their coworkers and consumers equals less conflict and more productivity. We find the issue of ROI confusing because 92% of employers say soft skills are essential and that a large proportion of the workforce lacks them, especially entry level employees. And yet only 31% of companies are providing soft skills development to remedy this situation. Could it be that the term ‘soft skills’ is the problem? We think that it’s definitely part of it.

Originally coined in the 1970s by the U.S. Army, soft skills differentiated interpersonal skills from those needed to operate weapons or machinery. To separate the two types of skills was an understandable desire. However, just as a silkworm isn’t actually a worm and your funny bone isn’t actually a bone (or funny…), a soft skill isn’t actually soft. After all, most people equate ‘soft’ things with those that are delicate, squishy, velvety, etc. And sadly, many people equate the idea of ‘soft’ as demanding little work or effort as in the opposite of ‘hard.’ 

Now I don’t know about you, but at Brilliant People we think using interpersonal skills at work to develop better relationships with coworkers and customers can be A LOT of hard work! Consider the art of giving critical feedback to a colleague or direct report, or de-escalating an irate customer situation, or the fact that 69% of managers feel uncomfortable communicating with their own employees! So calling these skills ‘soft’ can seem like it devalues their worth. In fact, many have advocated for calling soft skills something that sounds stronger like ‘power skills’ and we aren’t opposed to this, but the fact of the matter is that ‘soft’ also refers to bringing ease or quiet, not being glaring, being smooth, not being violent, or marked by kindness. And our personal favorite definition: based on negotiation, conciliation, or flexibility rather than on force, threats, or intransigence. The point being, let’s not get hung up on what we call these skills, let’s just focus on acquiring them. And there should never be a question of whether to train for hard or soft skills. It should always be both. 

So, which soft skills are important to develop? When it comes to creating positive workplace culture there are several from this years top 10 list of the most in-demand soft skills:

• Communication
• Teamwork
• Leadership
• Interpersonal skills

And all of them are teachable if an employee is willing to learn. It just takes a little time and practice. 

One of our favorite tools is Catalyst by Everything DiSC. This is an online platform that houses the information from up to three DiSC assessments: Workplace, Agile EQ, and Management. The information contained in each allows the user to dig deep into their own personality type and its affect on their emotional intelligence and management style. It also provides tons of information on how better to communicate with differing personality types. Individuals can even do a comparison report between themselves and a colleague to prepare for a one-on-one meeting or just to understand how to get along better with them. And it’s available 24/7. It’s truly been a game changer for the managers and teams we’ve worked with.

For example, we recently worked with the leadership team of instructional technologists for a large school district. Each school in this district is assigned an IT person or two to ensure that the campus technology runs smoothly for both the students and the teachers. It’s a crucial position of the school staff and it requires not only mastery of the technology but also the ability to effectively navigate all the different personalities with which they work. It’s like having a team of 50-120 individuals depending on the size of the school. But this school year will be different. 

Now this team has the ability to use Catalyst to understand their own personality type and why they show up at work the way the do. They can also dig into why their teammates and coworkers show up the way they do. In addition, they can read up on the examples of strategies within Catalyst for working more constructively with each coworker. And because this team also took the Agile EQ assessment, they can begin to improve their own emotional intelligence through Cataylst’s suggested strategies as well as learn how to meet the EQ needs of their coworkers. Did I mention what a game changer this is?!

Conclusion

To sum up, the term soft skills might seem like a misnomer to many, but it’s probably here to stay. Because there is so much of the definition in the word ‘soft’ that does apply, let’s not spend time quibbling over semantics. Instead, let’s focus on helping people master these skills. After all, 85% of career success comes from having well-developed soft skills.  As an extra bonus Ai doesn’t have the ability to develop interpersonal skills, teamwork and leadership. Only humans can do that. Plus, according to joint research by Microsoft and Mckinsey, soft skill-intensive occupations will grow at 2.5 times the jobs in other fields (30-40% of future jobs will depend on social-emotional skills)! And because we humans should all be working toward some semblance of work-life balance, it’s important to realize that utilizing soft skills appropriately isn’t only beneficial at work. It’s crucial in every single setting in which two humans interact. Is anyone still questioning the ROI of soft skills? 

If you want to improve your team’s ability to communicate more effectively, what are you waiting for? Call us today! We provide training and access to the Everything DiSC Catalyst platform.

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Your Personality at Work

Encouraging accountability in employees is important for the success of any organization, and typically falls on the manager’s shoulders. It’s the manager’s job to create a culture of accountability, but two-thirds of managers are uncomfortable having conversations with employees when they need to point out mistakes, delays, micro-aggressions, inaccuracies, faux pas, and flubs. Especially because what they typically get in return is defensiveness, anger, or tears. To encourage accountability so there are fewer reasons to have these conversations, managers can take the following seven steps.  

1. Lead by example

Modeling the behavior a manager expects from their employees is crucial to creating a culture of accountability. Managers must exhibit the type of behavior they want to see in their team. It means walking the walk and talking the talk all the time. As Mahatma Gandhi said, “An ounce of practice is worth more than tons of preaching.” Because the minute a manager does the opposite of what they’re telling everyone else to do, they lose the employees’ trust. And trust is the necessary backbone to everything else that comes next. 

2. Set clear expectations

Managers should set clear expectations for their employees and ensure that everyone understands what is expected of them. This includes setting goals and outlining the steps needed to achieve them. Over-communication is necessary for this step, especially with any new team members. Providing clear verbal communication should be the first method, but it is also smart to provide expectations in print via email. And then check in to make sure there aren’t any questions or miscommunications. If and when they occur, handle them swiftly and directly.   

3. Provide feedback

Regular feedback is essential for helping employees understand how they can improve. This means having difficult conversations and ensuring that employees understand the consequences of their actions. Managers should provide regular feedback in a timely manner and make sure it is specific and actionable, especially if it’s constructive. It may feel like micro-managing at first, but checking in often with team members is one way for a manager to know when an employee isn’t following through, and to help them figure out why as well as how to get back on track. Given in a manner that shows you care about the person is key here. Employees need information to continue to grow, and the manager is the best person for the job. 

4. Provide resources

To meet their business goals, employees need resources and support. Therefore, managers should ensure that employees have the tools and training needed to succeed. Give them what they want. Ninety-six percent of employees polled say it is important or very important for them to continuously develop their work-related skills. Hard skills are necessary but soft skills training is just as important. The ability to cooperate, collaborate, put the team first, and talk to each other respectfully doesn’t always come naturally. And yet this is exactly what they will be expected to do. Plus, you’ll want them to hold each other accountable in a way that doesn’t cause destructive conflict.  

5. Celebrate successes

When employees meet or exceed expectations, managers must acknowledge it. In fact, more than forty percent of employed Americans feel that if they were recognized more often, they would put more energy into their work. However, a manager must realize that different people like to be celebrated differently. Some crave attention, while others are embarrassed by it, so a manager should understand how each person on their team prefers to be recognized. When an employee’s efforts are celebrated in a way that is meaningful to them, they will be more likely to stay in their role and strive for excellence.  

6. Empower employees

Give employees autonomy and ownership over their work. Allow them to make decisions and take responsibility for the outcomes. When individuals feel trusted and empowered, they are more likely to hold themselves accountable. 

7. Encourage learning and growth

Promote a learning culture where mistakes are seen as opportunities for growth. Encourage employees to learn from their experiences and share lessons with the team. This helps create a supportive environment where individuals are more likely to take ownership of their actions. 

Creating a Culture of Accountability

Overall, promoting accountability in employees requires consistent effort, attention, and a certain amount of finesse from managers. Leading by example, setting clear expectations, providing feedback and resources, celebrating successes, empowering and encouraging learning and growth, managers inspire accountability in their employees and drive success within the organization. Then and only then can a manager begin to discuss how the team will hold itself accountable. A true culture of accountability involves the whole team holding each other accountable instead of waiting for the boss to intervene.  

Stay tuned for our next post on how managers can help encourage accountability between team members so that there is an atmosphere of trust, transparency, and open communication. And if you are a manager, check out the training that Brilliant People provides on personality, productive conflict, management and team building. The culture (r)evolution starts with you! 

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Your Personality at Work

The push for diversity and inclusion is lacking a crucial piece of the puzzle. And I’m not talking about belonging. Yes, belonging is important. Just as equity and inclusion are important. However, to truly have a diverse workforce you also need a diversity of personalities because they bring different perspectives, priorities, and work styles together which can spark conversation and innovation. This is what it looks like when embracing differences is part of the DNA of a team or organization. And employees and the organization alike reap the benefits to the tune of 2.5 times higher cash flow per employee. 

Personality Prejudice  

Profit increase is just one of the amazing byproducts when our differences are celebrated. But the reality is that we often mistrust or disregard people who show up differently than we do. It’s a form of unconscious bias that most humans fall prey to, and when it happens, we are triggered into negative reactions. For example, have you ever worked with someone who came across as too harsh or abrupt? They always managed to pull in the results, but they hurt people’s feelings with their insensitivity. Or maybe you’ve worked with someone who was slow to respond or speak up and so they were disrespected and treated like a doormat.  

It’s possible that you may have experienced a workmate who was forgetful and came across as “flighty”, causing you and your coworkers to disregard their other abilities. It’s even likely that you’ve worked with someone who never showed emotion and preferred to work in their own silo even though, ultimately, it was detrimental to the team’s success. These are just some examples of natural personality tendencies that often rub people the wrong way and over time cause problems within a team or department. 

Soft Skills Are Lacking  

When teammates don’t know how to work collaboratively because their differences get in the way, it can result in prejudice, distrust, and even marginalization. It seems like we should be farther along than we are in addressing this issue, but organizations continue to put people together on teams based on their hard skills. And then they expect them to come together cohesively despite the different priorities, motivators, strengths, and struggles of each individual team member. More often than not, the result is a group of people who struggle to see eye to eye. They can’t relate to each other, and they don’t have the necessary soft skills to fix the problem. 

A proactive manager, on the other hand, would want to provide personality development for the team so that employees are empowered with the knowledge of why they show up at work the way they do and why their teammates show up as they do. A manager would also ensure that the training would provide strategies for communicating more effectively with the different personality types. And most importantly, this type of training would allow employees the opportunity to practice communication skills before they actually have to use them.  

Personality Development Matters

The ability to communicate effectively even in conflict is one of the soft skills most desired by today’s employers. So, if today’s employees want access to more professional development and organizations want employees to have more of the power skills like communication and collaboration, then personality development is a must. This type of development benefits teams as they work together but it also imparts skills that individuals will continue to use throughout their careers. In fact, research from Harvard University, the Carnegie Foundation, and Stanford Research Center found that 85% of career success comes from having well-developed soft skills and people skills. 

To conclude, kudos to every manager who is working to make diversity, equity, inclusivity, and belonging the norm in their place of work. Being a woman and having a Mexican family lineage makes that personal to me. But I also believe that a crucial aspect of this fight for diversity is recognizing that personality plays an important part in how we show up at work. To manage effectively you must understand your own personality as well as the others on your team. It’s the way to ensure that employees feel included, heard, appreciated, and valued. At Brilliant People we believe it’s the cornerstone of a culture that embraces DEI&B wholeheartedly.  

If you’d like to bring personality development to your team, get in touch with us today! 

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Your Personality at Work

Emotional agility is the ability to recognize the emotions in a social or emotional situation and then act appropriately. It means not letting your emotions rule your actions and to instead channel them productively by paying attention to people’s moods, body language, and other social cues. And it’s responsible for 58% of job performance! The problem is that being able to flex into a mindset that doesn’t come naturally to you can be difficult, especially when emotions or the stakes are high.   

You can, however, learn to flex into the other mindsets with patience and practice. According to the DiSC model, there are 8 different emotional intelligence mindsets that relate to personality type. Most people have 3-4 that they are naturally inclined to use. For example, a Dominant or ‘D’ type will usually have no problem being self-assured, dynamic, and resolute. But this same manager might struggle to show empathy and be objective, which could have devastating consequences for a team.  

Managers actually need to be able to access as many mindsets as possible in order to build relationships and motivate their diverse teams.  In fact, emotional agility at work is your #1 superpower, and you don’t have to wear a cape to wield it. Instead, just focus on becoming more self-aware, showing empathy, and encouraging productive conflict. Improving in these three areas will help you be a better manager. And considering that managers are responsible for 70% of the variance in employee engagement, the effort you put in will be worth it in the long run. 

Self-Awareness Build Emotional Agility

The absolute first step to improving emotional agility is to become more self-aware. This means being able to objectively look at your own behavior; how you relate to and impact those around you. Of course, this can be difficult because it’s sometimes hard to admit that there are areas that need improvement. And to make matters worse, the things we can’t see are usually the things that need to be changed! But managers that put in the work to become more self-aware help their companies perform better. According to The Korn/Ferry Institute, companies with a higher percentage of self-aware employees (individual contributors to top-level executives) outperformed companies with a lower percentage.  

Empathy Builds Emotional Agility

The second skill a manager should improve to become emotionally agile is empathy. To be empathetic means having the ability to see a situation from someone else’s point of view. Understanding someone else’s ‘why’ gives a manager greater insight into a direct report’s actions and reactions. A manager who can show empathy appropriately will be more effective at building trust within the team, motivating team members and communicating in general. And it’s important to realize that you don’t have to agree with someone to show empathy. Being an empathetic listener shows that the other person’s feelings matter, that their point of view matters, and that you value them as a person even if you disagree with their point of view or how they feel.   

Emotional Agility Includes Productive Conflict

The third area that a manager can work on to become more emotionally agile is conflict. Most people consider conflict to be a bad thing because it often causes anger and hurt feelings. But it is possible to receive instruction on how to engage in conflict differently. Productive conflict is a means of getting to the point of the problem. It’s the ability to come to a consensus without losing your temper or saying something that you’ll later regret. Engaging in productive conflict allows you and your team to work through issues in a way that lets all voices be heard. And when people have the opportunity to weigh in, they will more often buy in. They just need you, as the manager, to model the behavior.  

As 2022 comes to an end and you’re considering how to improve your management style, consider honing the skills of self-reflection, empathy, and productive conflict. These are the soft skills that will help you flex into the emotional mindsets that may not come naturally to you, but that are crucial to your success as a manager. So set your sight on improving your emotional agility in 2023. Your direct reports will thank you! 

To help managers improve emotionally agility, we offer the Everything DiSC Agile EQ program to show learners where personal development may be needed, why it is needed, and how it can be actualized. Call us today to learn more about this amazing opportunity! 

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Your Personality at Work

Of all the ‘do-ers’ in history, Benjamin Franklin stands out as extraordinary.  He was one of the founding fathers of this country, a diplomat, and an inventor. He created the postal service, and he invented swimming fins, the odometer, and bifocal glasses. However, the accomplishment I find most compelling was his ability to objectively see his weaknesses and then methodically work to improve in those areas. Franklin realized that to change behavior, you must practice changing the behavior. And if you manage people, you can learn a lot from his example.  

Franklin grew up in a Puritan society with a heavy emphasis on morality, but he loved to get a rise out of people. He was often argumentative and played Devil’s advocate much of the time. But in 1726, at the age of 20, he realized that his behavior was creating as many enemies as it was friends. So, he devised a plan to improve himself. He understood there were areas in his life where he often ended up going down what he called an unvirtuous path and he wanted to change that. He decided to work on a list of virtues that he felt would counteract his negative behaviors.  

Franklin decided to focus on one virtue per week and then repeat the cycle every 13 weeks. To keep track of his progress, he kept a checklist labeled with the days of the week and the virtues he was working to develop. It looks like he might even be responsible for designing the first habit tracker! The following are four examples from Franklin’s list of virtues that still resonate in today’s workplaces. 

1. Silence: Don’t talk just to fill the silence; give the floor to those who have something meaningful to say  

2. Sincerity: Don’t gossip or speak badly of others; assume positive intent, and if you’re going to speak, speak the truth 

3. Justice: Live your life by not doing harm to others; realize that your actions may harm someone else 

4. Humility: Keep your pride in check; humble people are easier to trust and communicate with   

Although the idea of moral perfection may sound dated and possibly irrelevant, improving oneself in order to manage better is crucial to a manager’s success. Especially when 50% of employees leave their companies because of their boss. To make sure you don’t add to the statistics, take some time to do a little self-reflection. Take the time to evaluate your ability to listen, be sincere, stand up for what’s right, and show humility. Being a role model for these virtues will allow you to meet your direct reports where they are and help them grow. In this post-pandemic world, it is no longer enough for a manager to plan, organize, direct, and control resources in order to achieve organizational goals.  

Quote: Without continual growth and progress, such words as improvement,   

achievement, and success have no meaning.   

BENJAMIN FRANKLIN 

As a manager, your responsibility is to model these behaviors so that others will follow suit. It’s all about being a ‘doer’; setting the example of doing versus just thinking about it. To become a doer, follow these five simple steps.  

Step 1: Ask for feedback  

Ask for honest feedback from those you know have your back and want to see you succeed. Their critique will help you see your actions through a different lens. Feedback can be hard, but when given with love and kindness, it’s exactly what we need to help us get to that next level. And it’s a good reminder to show the same respect to those you have to give feedback to.  

Step 2: Pick your area of growth 

We all have room for growth.  It’s just a matter of homing in on a particular area and staying consistently focused. Maybe you want to get to know your teammates better or connect with your own manager more authentically. Whatever it is, you have to name it to claim it, so don’t skip this step.  

Step 3: Create a plan of action  

Identify one behavior that needs improvement. Don’t set yourself up to fail by choosing 20 new things to work on. Instead, focus on one behavior until it becomes a habit. Every manager will have different areas they need to work on. And kudos to anyone who takes this step because it’s never easy to admit that we have areas where we need to improve.  

Step 4: Start Practicing 

Consistency is key so use a habit tracker to track your progress. Creating a habit can take 1-2 months. The timing varies depending on the behavior, the person, and the circumstances. Just remember that getting started is the hardest part. And missing a day here or there isn’t going to make or break the process. It’s not an all-or-nothing endeavor. 

Step 5: Rinse and repeat 

This is where the rubber meets the road because once you’ve collected some feedback from your trusted circle of peeps, established your area of growth, created an action plan, and begun implementing the plan, the only thing left to do is to do it again and again and again until it becomes second nature. When a behavior becomes habit, pick a new area of growth to focus on. 

Conclusion 

To be an effective manager requires self-reflection. And this soft skill causes many to just skip over it and move on to the more tangible aspects of managing. Doing that is a major mistake.  Today’s post-pandemic employees are demanding managers that are role models.  And really, the only way to encourage behavior change in others is to model it yourself. In plain English, this means it starts with you. You must walk the talk and show them the way. No human is perfect, but we can certainly look to Ben Franklin as a great example of at least one who wanted to right his wrongs and show up in the world a better person for himself and those around him. With that in mind, following his example of choosing behaviors to improve upon and then practicing them until they become ingrained in your character may be a great place to start. Becoming a better human will make you a better manager and could be your most important legacy. 

Moral perfection is probably impossible but changing behavior is not. At Brilliant People we offer management training that focuses on improving behaviors around communication, motivation and productive conflict. Call us today for a quick chat to see how we might help! 

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Your Personality at Work

“Thaw with his gentle persuasion is more powerful than Thor with his hammer. The one melts, the other breaks into pieces.”

– Henry D. Thoreau  

The art of persuasion is an important skill in a manager’s tool kit.  A successful manager doesn’t just direct and delegate. It’s not like writing a sequence of code and then letting the computer do the rest. Managers must also be able to make suggestions to others in a manner that ensures they are heard, and they need to be able to rally the team around goals and objectives. To do so, they must first connect with each team member on a basic level by taking into consideration their individual needs.  

This isn’t about “The Golden Rule” because treating others as you would want to be treated will only take you so far. Therefore, a better approach is understanding the needs of the person you’re engaging with and then working to connect with them based on that information. We’re all wired differently, so when a manager focuses on what resonates for each team member, they have the power to strengthen those relationships. And stronger relationships lead to higher engagement, productivity and a sense of belonging. 

What Gets in the Way 

The problem is that typically, humans approach a given situation with only their own needs in mind, which can shut down communication before it has even begun. For example, when in a crisis, heated argument or stressful situation, emotions often take over. Rational thought and logic flee the scene and what is left is a first instinct that is often wrong. Take this scenario, for example: Imagine a coworker who is hard charging, going 90-to-nothing most of the time vs one who is slow to respond because they take ample time to process before they respond.  One is a “ready, fire, aim” type, while the other might be more like “ready aim, aim, aim.”  

Without proper understanding of each other’s personality type, team members will have a hard time working cohesively, and possibly even be offended by each other’s behaviors. But when we take the time to understand what inspires others or what shuts them down, we can use the art of persuasion to influence our work relationships for the better and meet management goals. All it takes is a few minor tweaks in a manager’s approach to the different personality types.  

Persuasion Techniques 

The ‘D’ type personality is motivated by competition and achievement. They often take charge because they may be questioning whether the other teammates want to win as much as they do. This competitive nature and desire to be out front often makes them look like natural born leaders. And, because others tend to look to them to lead, having a ‘D’ type personality on your side might be to your team’s benefit. When needing to use persuasion, remember to focus on their needs. The ‘D’ personality needs to know what’s in it for them.  Share any benefits that will affect them personally. They won’t want a lot of detail, just the over-arching picture, and if they need more, they’ll ask.  

The ‘I’ type personality is very people oriented (vs task oriented) and are naturally gifted in influencing and persuasion. Teammates are often drawn to their enthusiasm and optimism, so a manager should look to get the ‘i’ type on board. They can be instrumental in helping the rest of the team get excited or at least willing to tackle the next project, goal, or other things coming down the line. To encourage them to get on your side, you’ll need to first meet them where they are. The ‘i’ type needs to verbally process and they are emotionally expressive. So, take the time to hear how and what they’re doing before trying to persuade them to your ideas. Let them feel your approval and appreciation and don’t give them too many details as it might be a bit too much to take in. They’ll fill in the gaps where needed with their own creativity so be willing to allow some of that. 

The ‘S’ type personality is a great collaborator so persuading them to be a part of the team won’t be difficult. They naturally want to support others. But if you’re asking them to change how they do things, you’ll need to tread carefully. The ‘S’ type feels threatened by change. They may nod their heads and smile in the face of confrontation, and then refuse to change their tactics when you aren’t looking. They aren’t intentionally trying to sabotage your plans, but this is a key reminder of why it’s super important to use the art of persuasion to help the ‘S’ type feel more comfortable. This means that if possible, use the BYAF technique that tells them they have a choice. According to a 2013 review of 43 research studies and 22,000 participants, using the ‘but you are free’ (BYAF) technique doubles the chances that someone will say ‘yes’ to a request. The psychology of allowing the other person to make a decision on the subject you’re discussing makes them more likely to agree with you. 

The ‘C’ type personality looks at the world through the lens of logic and analysis. They want as much data as possible before they make decisions because they want to be as accurate as possible. They are extremely valuable on a team because of this but they often don’t really like to ‘team’. They just want to be left alone so they can complete their work in silence and control the outcome. If a manager wants to win them over or encourage them to take the lead on a project, they need to come to the table with data. The more the better. This might come in the form of recent survey statistics, research studies, or logistics. Anything that shows what you’re asking them to do is valuable and valid. And then be prepared to answer all their questions. This isn’t because they don’t trust your plan, they just want to clarify exactly what you mean and what you want from them.  

Trust on a Team  

“Progress happens at the speed of trust.”

– Stephen M. R. Covey 

When managers take the time to get to know the different personality types on their team, the act of persuasion will be much easier and responded to more positively. In addition, managers that endeavor to communicate with their teams in this personalized manner will build relationships founded on trust and respect. And trust is the cohesive team’s superpower. Teams with high trust communicate and collaborate more effectively than those without trust.  

Sadly, some still view the idea of ‘trust’ as a poor alternative to productivity. The truth however has been revealed by Accenture, who’s research shows that when trust drops by a mere 2 points, EBITDA is compromised and decreases by 9.8% (global average)!! Therefore, trust or the lack thereof can seriously impact the bottom line, and this is crucial for managers to understand. Without trust, it’s difficult to progress no matter how skilled a manager is in persuasion. 

Setting managers up for success is what we do at Brilliant People. Call us today for more information.  

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