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Beth Person

Toolkit: Becoming a Better Leader

Law School Transparency

Introduction 00

Becoming a better leader requires that you know yourself better, including how others see you. Whether at work or in a student group or some other activity that invites your leadership, personal and team growth follow from self-awareness and self-development.

Your personalized report contains the following chapters:

Leader Style: This chapter will help you understand your leadership gifts and how other people see your leadership.

Leader Strengths and Struggles: Activities and interactions where you may excel and struggle.

At Work Guidance: Tips to improve interactions with your colleagues, managers and subordinates at work.

Barriers & Challenges to Success: Situations or personality features that might get in the way of successful professional interactions.

Interaction Style: How you tend to express yourself to others.

Interaction Styles Comparison: A look at how you use all four interaction styles, even if some more than others.

Handling Conflict & Difficult People: An activity to consider effective and ineffective strategies for managing difficult situations and people.

Meeting Effectiveness: An activity to help you become more effective in meetings.

Leader Style 01

This chapter helps you understand your leader style gifts and challenges

Beth's Leader Style

Expansive Analyzer

What People See

Beth doesn't seem like a typical leader. She comes across as experts engaged in debating and refining complex ideas, and uninterested in authority, structure, staffing or schedules.

Beth's Gift as a Leader

Nothing inspires Beth more than finding an elegant, systemic solution that shifts a paradigm. Beth is often a reluctant leader, as she doesn't like the messiness of people's feelings, and can be intolerant of less competent people. She is happiest operating below the radar, and are proud of being unconventional. Beth's expertise can make her perfect for leading expert teams solving complex problems.

What Beth Might Miss

Many of Beth's blindspots involve people, politics, and communication. Deep in her thoughts, Beth can seem to ignore other people, answer abruptly, or forget to keep others informed, even when she likes her colleagues.

Beth's Leadership Self-Development Activity

Beth does best when she takes plenty of alone time to recharge, especially before meeting with her teams. Beth would benefit by telling team members that's what she is doing, to avoid misunderstandings.
Leader Style Authors
Original work by: Sharon Richmond © Step Research Corporation

Leader Strengths and Struggles 02

This section shows your likely strengths and struggles as a leader

Independent

Innovating

This is where Beth likely starts when interacting with the world. The Primary or Dominant behavior.

Independent

Analyzing, Self-Reliant Thinker

Likely Strengths

  • Defining a situation, issue or problem completely
  • Analyzing root causes; weighing pros & cons
  • Seeing logical consequences; finding flaws/errors
  • Making well-studied, evidence-based decisions
  • Critiquing work; explaining rationale or parameters
  • Setting & achieving high standards of excellence

Likely Struggles

  • Analysis paralysis; over-thinking/-complicating
  • Seeking perfection when ‘good enough’ will do
  • Dealing with peoples’ emotions, passions, needs
  • Collaborating or accommodating team consensus
  • Seen as ‘interrogating’, playing ‘devil’s advocate’
If the primary behavior is not enough then this is where Beth likely goes for answers next.

Innovating

Pioneering, Transformative Catalyst

Likely Strengths

  • Brainstorming; engaging others; developing ideas
  • ‘Connecting the dots’; sharing context, ‘big picture’
  • Inspiring potential/possibilities with ‘next big idea’
  • Weaving scenarios/stories which point to success
  • Pushing ‘the envelope’/boundaries; fighting ‘silos’
  • Transforming a brand; re-inventing the business

Likely Struggles

  • Focus: overwhelmed with too many ideas/options
  • Specifying details; clarifying plans for execution
  • Documenting; following processes or procedures
  • Prioritizing, scheduling, organizing, sequencing
  • Seen as too optimistic, unconventional, risk-taking
Leader Strengths and Struggles Authors
Original work by: Cash Keahey © Step Research Corporation

At Work Guidance 03

This section gives you tips about how to improve interactions with your colleagues, managers and subordinates at work.

This section provides personalized guidance for ten common “at work” scenarios.  This guidance is written to be helpful for both individuals and their managers or colleagues.  For each scenario, this section provides a personalized advisory narrative.  It also includes topics that will be an “Energizer” and “Stressor” for the individual as well as a scenario-related strength and weakness.  Finally, this section includes a personalized tip for the individual on how to perform best in the scenario.

Why it is important: Many people crave personalized guidance and mentoring at work - and this section provides just that in an automated fashion that is available on demand anytime a need arises.  This guidance will help individuals, and their managers, be more effective at work.

Communication At Work Guidance

Talking to their Manager

Beth typically loves to be able to share in discussion of the theories and models she is using. It also works well for Beth to have her manager identify the theory or model being used as long as it is a logically accurate fit. Beth's pursuit of perfection, using the right models and holding herself to higher standards means that sometimes it is hard for her to provide deadlines for when tasks will be done.

Energizer Evaluating which theory and model best applies to the situation Strength Determining the best theory by which future action will be made
Talking to your manager
Stressor Lack of a solid theory and model being addressed Challenge Providing clear deadlines for tasks
Tip Beth should work to answer those questions that have tighter deadlines

Talking to Colleagues and Staff

Beth is typically great with helping colleagues develop their competence and understanding the theories of why they are doing it the way they are. Her focus on abstract theories sometimes misses the emotional support that certain coworkers need.

Energizer Discussing the theories relevant to a coworker's job Strength Communicating the overall reasons
Talking to Colleagues and Staff
Stressor Colleagues who keep bringing up illogical reasons Challenge Overloading a colleague with theory
Tip Beth should spend less time on theory

Difficult Conversations

For Beth, she will often find a creative logical solution to implement rather than have the argument directly. When the argument does come up, then Beth is likely to focus on logical methods to finding a solution. If she has not found a workaround solution and the issue is left to fester, then sometimes it can result in an explosive argument.

Energizer A common criteria for evaluating success Strength Focusing on the logical ramifications
Difficult Conversations
Stressor Illogical arguments Challenge Holding in problems so long that there is the risk of an explosion
Tip Beth should acknowledge the value of others' emotions

Doing Presentations

Beth is typically very good at taking complex theories and finding ways to display and share them very effectively in her presentations. She typically does her best work on her presentation while alone or with only one or two other experts. If there are too many people involved in building the presentation or lots of emotional issues than Beth is likely to find working on the presentation very taxing.

Energizer Dealing with interesting theoretical topics Strength A presentation that links clearly to logical processes
Doing Presentations
Stressor Having to deal with lots of people to build the presentation Challenge Presentations with a strong emotional appeal
Tip Beth should take time to connect the material to the people

Managing At Work Guidance

Setting Goals

For Beth, it is typically very important that any goals being set fit into the logical situation at her work. Beth likely prefers focusing on goals that directly relate to her and her projects. If either setting the goals or achieving the goals requires a lot of interaction with others and is dependent on their success then Beth will likely be frustrated.

Energizer Goals which require learning and increasing competency Strength Knowing which goals make the most future logical sense
Setting Goals
Stressor Illogical goals with no clear way to determine accuracy Challenge Setting goals that increase interaction with others
Tip Beth should work to set deadlines and increase cooperation for her goals

Team Building

Beth is typically very good at understanding the correct ideal theoretical arrangement for the team. She is very good at understanding the logical order for the team that allows each person to expand their skills and still get the job done effectively. While Beth is typically patient with people as they learn new skills if a team member continues to make the same mistake repeatedly than Beth can become very frustrated.

Energizer Architecting how the team can be its most effective Strength Advising and guiding the team to be more effective
Team Building
Stressor Having team members who are illogical Challenge Having patience for team members who repeat the same mistake
Tip Beth should take more time socializing with team members

Leading

Beth is likely to prefer leading by doing her best to help make sure each person is doing their best. She will probably have a focus on leading through a logical and rational approach. Sometimes her preference for logical approaches can leave others feeling disconnected.

Energizer Considering the logical approaches and models used for the mission Strength Making sure that things are logically aligned with the mission
Leading
Stressor Too many illogical objectives involved in the mission Challenge Creating an emotional connection with those involved
Tip Beth should take extra time understanding what people involved with the mission need

Delegating

Beth is likely to prefer delegating by gathering information and then determining what makes the most logical sense before delegating. Beth is probably most comfortable when everyone keeps things at a logical level. Her approach to gather information and confirm accuracy can sometimes not enough attention is paid to dates and deadlines.

Energizer Having space to determine the best process for the delegated tasks Strength Creating logical guidelines for the person being delegated to
Delegating
Stressor Too much strong emotional response to the delegated tasks Challenge Setting specific deadlines
Tip Beth should take extra time to set final and intermediary deadlines

Growing At Work Guidance

Time Management

Beth is likely to work well with a high degree of independent time to refine the her projects. All her work towards perfection is likely to mean that when suddenly presented with a deadline she can adapt and produce well.

Energizer Having plenty of private time to refine the ideas and projects Strength Taking as much time as needed to refine projects
Time Management
Stressor Being pressured to rush important projects Challenge Laying out clear timelines for when to stop working on projects
Tip Beth should work on defining a few key intermediary deadlines

Getting Feedback

Beth is likely to really appreciate being given feedback that is logical and relates to process at hand. Beth is probably very good and continually refining her thinking as she gets more data. Beth may sometimes fail to give an appropriate reaction to emotional feedback.

Energizer Clear logical reasons for what they need to improve Strength Correcting and making improvements based on logical feedback
Stressor Lots of emotional content in the feedback Challenge Providing emotional support to the person giving feedback
Tip Beth should try to give positive support to the person providing feedback
At Work Guidance Authors
Original work by: Sterling Bates Gene Bellotti © Step Research Corporation

Barriers & Challenges to Success 04

What are several key barriers and challenges to success that are likely to recur during life for this person.

Barriers & Challenges

  • Beth typically has a strong need for privacy, an intense interest in just a few areas, and a dislike of small talk, which may make Beth appear distant, anti-social, or confusing to her peers.
  • She may be impatient with those who are less capable.
  • Beth may walk away from situations she sees as unjust, unfair, illogical, or not relevant to her.
  • If pushed Beth may also challenge authority for the same reasons.
  • Managing time, deadlines and completion are often problematic.
  • Concentrating on theory she may miss the important details.
  • Beth can appear compliant whilst ignoring what she sees as stupid rules.
Barriers & Challenges to Success Authors
Original work by: Sue Blair Mary Anne Sutherland © Step Research Corporation

Interaction Style - Expanded 05

How you tend to express yourself to others.

How do you tend to express yourself? How are you driven to interact with others? What is your natural energy and movement pattern? Your core Interaction Styles is the most easily observed aspect of your CORE since it is embodied in your communications and movements. The Berens Interaction Styles lens helps us establish rapport and greatly affects relationships of all kinds. Berens Interaction Styles is reflective of the long researched work on temperament in children as well as a deconstruction and reintegration of Social Styles and DiSC models.
Behind-the-Scenes

Synthesizer - Behind-the-Scenes

Beth’s Interaction Style

I have faith that we can make it all work out in the end
  • Quiet
  • Agreeable
  • Friendly
  • Approachable
  • Unassuming
  • Accommodating
  • Conscientious
  • Patient

Goals

To get the needed or wanted results

To integrate and harmonize

Stressors

Not enough input or credit
Pressed to decide too quickly

  • Do what it takes to get the best result possible
  • See value in contributions from many people or information sources
  • Support the group's process by allowing for digressions then refocusing on the desired outcome
  • Reconcile many voices in the communication of the vision
  • Make consultative decisions, integrating many sources of input
  • Focus on understanding the process to get a high-quality outcome
  • Aim to produce the best products and results
  • Support others as they do their work
  • Define specifications to meet standards and apply principles
  • Clarify values and intentions

Synthesizer - Behind-the-Scenes

Beth's theme is getting the best result possible. She focuses on understanding and working with the process to create a positive outcome. Beth sees value in many contributions and consults outside inputs to make an informed decision. Beth aims to integrate various information sources and accommodates differing points of view. She approaches others with a quiet, calm style that may not show her strong convictions. Producing, sustaining, defining, and clarifying are all ways she supports a group's process. Beth typically has more patience than most with the time it takes to gain support through consensus for a project or to refine the result.

Interaction Style - Expanded Authors
Original work by: Linda Berens © Step Research Corporation

Interaction Styles Comparison 06

Showing how you tend to use all four interaction styles.

How do you tend to express yourself? How are you driven to interact with others? What is your natural energy and movement pattern? Your core Interaction Styles is the most easily observed aspect of your CORE since it is embodied in your communications and movements. The Berens Interaction Styles lens helps us establish rapport and greatly affects relationships of all kinds. Berens Interaction Styles is reflective of the long researched work on temperament in children as well as a deconstruction and reintegration of Social Styles and DiSC models.

Beth's Interaction Style:

Synthesizer - Behind-the-Scenes

Navigator
Chart-the-Course
Driven To
To have a plan of action

To see movement and progress
Stressed By
Not knowing what is likely to happen
Don't see progress
Get a desired result
Energizer
Get-Things-Going
Driven To
To involve and be involved

To move things along
Stressed By
Not being a part of what's going on
Feeling unliked or not accepted
Get an embraced result
Synthesizer
Behind-the-Scenes
Driven To
To get the needed or wanted results

To integrate and harmonize
Stressed By
Not enough input or credit
Pressed to decide too quickly
Get the best result possible
Mobilizer
In-Charge
Driven To
To get results

To see action taken
Stressed By
Feel out of control
Nothing being accomplished
Get an achievable result
Interaction Styles Comparison Authors
Original work by: Linda Berens © Step Research Corporation

Handling Conflict & Difficult People 07

This section highlights particular strategies, both effective and ineffective, that a person may rely on when faced with conflict.

Handling conflict and difficult people is a challenge for all of us. This section highlights particular strategies, both effective and ineffective, that a person may rely on when faced with conflict. It describes how overuse of certain strategies might inflame rather than reduce conflict unless the person becomes conscious of their limitations. It also enumerates the sorts of difficult people who tend to irritate them as well as the awkward situations that may evoke resistance in them. Finally, it offers tips to help you support the person in developing greater competence and professionalism in conflict resolution.

When Handling Conflict & Difficult People

  • Encourage Beth to step back to allow her normal gift of objectivity to re-emerge before trying to analyze the conflict.
  • Suggest that Beth use thinking aloud and rhetorical questions to help her reflect on the causes of the conflict.
  • Remind Beth that feelings, her own and those of others, are important data points for understanding why conflict occurred and figuring out which solutions are the most are most desirable.
  • Help Beth to see that seeking the truth isn’t only about questioning assumptions and finding flaws in logic; how people feel and what they need has to be considered as well.

Troubleshooting Common Problem Behaviors

Believing there is a universal approach to conflict

  • Tell Beth “ You can’t solve every conflict with a single method no matter how brilliant or theoretically sound.”
  • Have a discussion with name to explore why many conflicts require individualized solutions that address the specific needs and wishes of the people involved.
  • Explain that “While the desire to treat everyone equally is a noble one, when logical principles clash with real people’s needs, care should be taken to find a solution that honors both the ideal of fairness and the feelings of the individuals concerned.”

Being exacting to the point of missing the real issue

  • Tell Beth “Splitting hairs or arguing over precisely what happened can often push people away.”
  • Have a discussion with Beth about how debating others over the particulars of an issue can mean the point gets lost; others feel they aren’t being heard which makes a genuine exchange less likely.
  • Explain that “Many people use nitpicking the facts underlying a conflict as a way to handle emotional distress and feelings of vulnerability.”

Being unsettled by strong emotions

  • Tell Beth “Conflict resolution isn’t simply a matter of rendering an impartial decision about what’s right and wrong.”
  • Have a discussion with Beth to explore how getting in touch with her feelings is rational way to determine what matters most to her during conflict.
  • Explain that “No matter how disorienting it can be when conflict seems emotionally driven, acknowledging the importance of your own and others’ feelings allows you to find solutions that are both personally satisfying and logically sound.”

Practice new skills: Homework/In-Session Activity

  1. Ask Beth to look at this list (SEE LIST BELOW) of people who might trigger her to lose her cool and pick out three items.
  2. Have Beth brainstorm possible ways of staying calm when meeting these sorts of people. This can be homework or you can work on it together in the session.
  3. As a next step or additional homework, suggest Beth record any new conflicts and reflect on them. Have Beth respond, orally or in writing, to the following prompts:
    1. “To improve your ability to recognize which people and situations trigger you, keep track of with whom, when and under what circumstances you lose your cool.”
    2. “To improve your coping skills going forward, note anything that helped you to manage your negative emotions when you couldn’t avoid dealing with these sorts of difficult people.”

List for Homework/In-Session Activity

Beth Person

Beth may be triggered to lose her cool by people who:

  • Seem narrow-minded and inconsistent
  • Focus solely on the current reality
  • Prioritize duty over fun
  • Make emotional appeals
  • Appear to tolerate sloppy thinking
  • Require Beth to rush
  • Make no room for questions
  • Discourage skepticism
  • Want to stick with the known or refuse to look at what’s possible
  • Fail to recognize Beth’s competence
Handling Conflict & Difficult People Authors
Original work by: Elizabeth Hirsh Katherine Hirsh © Step Research Corporation

Meeting Effectiveness 08

These describe various ways to become more effective in meetings

This section describes various ways to be more effective in meetings with others.

Practice new skills: Homework/In-Session Activity

Develop meeting and team work skills
  1. Look through the 4 preference sections below, scanning the ways to be more effective.
  2. Choose one of the 4 preferences to work from.
  3. Choose 3 of the "Ways to be more effective" in that preference to practice.
  4. Create an action plan for applying these suggestions:
    1. When can I practice this suggestion...
    2. What specific actions will I do differently in a meeting...
  5. Continue to try out these specific action plan for a month and then repeat again with a different preference or suggestions.

Preference for Introversion

The opposite is called Extraversion

Ways to be more effective in meetings:

  • Prepare
    Ask for an agenda and the meeting material before the meeting so that you can prepare how you will contribute to the conversation.
  • Talk more
    Speak up. Share your point of view. Do not wait too long. Interrupt when it is necessary, even if it feels uncomfortable. Show your enthusiasm – do not keep it to yourself.
  • Resist pressure
    Be patient if others try to finish your sentences or insist that you say something. Point out that you need a moment to think.
  • Be patient with thinking out loud
    Do not assume that those who talk a lot during meetings are not interested in your input. They are probably working through an idea by talking about it, or they expect you to contribute when you have something to say.
  • Use your body language
    Maintain eye contact with the person speaking and show with your body language that you are interested in what he or she is saying. Nod, smile, lean forward.
  • Engage
    Accept that sometimes the best way to understand a new situation is to engage in it and learn from the experience.
  • Accept the need for a meeting
    Remember that people who prefer E are energised by social interaction, and that they think best when talking or sharing with other people. They may also want to meet face to face to ensure that everyone is on the same side. Accept it, even if you do not yourself consider it necessary to meet.


Preference for Intuition

The opposite is called Sensing

Ways to be more effective in meetings:

  • Stick to the point
    Restrain your urge to look for associations, related topics and “what-if”s during discussions. Stay focused on the specific issue under consideration.
  • Stay attentive
    Focus on the discussion and the meeting also while discussing specific, concrete issues and facts. Do not let your thoughts wander off.
  • Be realistic
    Even though you believe that something is not working as well as it could, be open to a discussion of whether the benefits of the change outweigh the costs. Remember also that small changes are easier to implement than big ones.
  • Draw on experience
    Include past experience and expertise in discussions when something needs to be changed. Ask about others’ experience.
  • Listen to objections
    If others are hesitant about changes, assume that they have a good reason, and encourage them to express their concerns. Take objections about feasibility seriously.
  • Explain more
    Put more words on your insights than you find necessary. People who prefer S tend to think that the contributions of those who prefer N are too jumpy and incoherent. Help them understand how your ideas will work in practice.
  • Leave time for concrete information
    Be sure to provide enough details to the people who prefer S at the meeting to ensure they have an adequate basis for discussion. Be patient with their need to talk about the details, and then gently bring the discussion back to the task at hand.


Preference for Thinking

The opposite is called Feeling

Ways to be more effective in meetings:

  • Create a good setting
    Start the meeting by making an effort to create the right atmosphere. Do not jump right in. Allow the participants to find their legs.
  • Soften your language
    Avoid blunt communication unless the situation requires it. Tone down your language so that others do not switch off because you said it “that way”. Be friendly.
  • Establish ”common ground”
    In a discussion firstly talk about areas of agreement that way establishing ”common ground” maintaining a good atmosphere. Focus on expressing the positives before the negatives – otherwise people who prefer F may believe you are opposed to an idea, which can demotivate them.
  • Allow room for values and subjective data
    Remember that those who prefer F tend to make better decisions when they include personal values. Accommodate this at the meeting.
  • Pay attention to feelings
    Focus on others’ feelings and needs, both at the meeting and in regard to the decisions being made. Make an effort to understand and incorporate others’ points of view when making a decision, even if you disagree with what they have said.
  • Combine logic with values
    Use your own personal values to complement your logical arguments and analyses, especially when discussing decisions that affect people. People who prefer F are more likely to be persuaded by arguments which incorporate values and not just pure logic.


Preference for Perceiving

The opposite is called Judging

Ways to be more effective in meetings:

  • Be on time or before
    Have a list of small tasks on your mobile you can work on to avoid the feeling of ”wasting your time” before the meeting starts.
  • Decide
    Do not let your desire to gather more information and keep your options open keep you from making a timely decision.
  • Leave time to organise
    Understand that your need to try several different approaches can overwhelm people who prefer J. Allow time for a discussion on how to organise, so they do not switch off.
  • Control the improviser
    Try not to rely so much on your ability to improvise that you reach the point where you avoid planning. Remember that people who prefer J take plans seriously.
  • Volunteer to initiate the process
    Offer to take on tasks in the initial phase of a project when your energy level and your enthusiasm are at their peak.
  • Control your inner time optimist
    Be realistic about the time it will take for you to complete a task, so you can keep your promises.
  • Keep an eye on the agenda and the time
    Be careful not to stray too much from the agenda, and do not reopen decisions unless it is crucial. Be realistic about what you can achieve at the meeting. Sometimes there is no time to consider a subject from all angles.
  • Be aware of deadlines
    Listen for agreements on deadlines at the meeting and write them down. Ask when others expect your input.


Meeting Effectiveness Authors
Original work by: Mette Babitzkow Boje Tina Brøndum Kristjánsson © Step Research Corporation