【正文】 on Root cause of performance problem might be munication instead of petence Managing Styles: Understanding the Problem 30 cmnctnstl2 Percept i on Int e nt io nLack s confi dence,s eems i nsec ur eAs k s questi ons bec ause that’ s how topar ti c i pate w i thout boa s ti ngDoesn’ t take di re c ti onw ellD oe s n’t re s po nd t o or de rs be c au s e t he y areph rased a s q ue s t ion s (“D o y ou t hin k t ha t c a nge t d on e by F rida y ?”)Mi c ro man ages C he c k s in f req ue ntly be c a use t ha t ’s ho w t ode m on s t rate in t ere s t in t h e t ea mJ ust does n’t c atch on D oe s n’t s ha re ide as in c a s eteam m ee t ing sbe c au s e t he a t m osphe re i s t oo ho s t ileSource of problem could be munication styles: Managing Styles: Understanding the Problem 31 cmnctnstl2 ?Distinguish what observable behaviors lead to your assessment: –Assessment: can’t do the work –Behaviors: doesn’t get assigned work done, ideas don’t make sense –Assessment: can’t lead, no sense of authority –Behaviors: directions aren’t clear, no respect from the people who report to him/her First step: Separate behaviors from assessment Managing Styles: How Do You Know What the Problem Is? 32 cmnctnstl2 ?Look at the situation objectively –remember that your style can blind you to other styles ?Consider what could be the result of munication styles –doesn’t get assigned work done, ideas don’t make sense ? pletes the work, but doesn’t speak up in meetings ? presents ideas indirectly instead of directly –directions aren’t clear, no respect from the people who report to him/her ? gives suggestions instead of orders Consider what part munication might play in the problem Managing Styles: How Do You Know... (1 of 2) 33 cmnctnstl2 ?Consider additional information you have –doesn’t get assigned work done, ideas don’t make sense –have asked directly if assignments were pleted。 coach should demonstrate empathy Managing Styles: Coaching Tips (1 of 2) 42 cmnctnstl2 ?Begin by discussing concrete behaviors, not perceptions –start with, “You don’t share your ideas in caseteam meetings” –not “You seem to lack confidence” ?Next, make the connection between behavior and perception –“You may be waiting because you want to be 100% sure of what you say, “but the result is a perception that you are hesitant and uncertain.” ?Treat the situation seriously –acknowledge that changing habits is hard Managing Styles: Coaching Tips (2 of 2) 43 cmnctnstl2 ?In order to increase directness: –state ideas without qualification or hedging. ? “I agree with Maria. We need to do more interviews.” ? instead of ? “Maria has some generally interesting points. We certainly could do more interviews. Of course, it would take more time.” –state ideas without disclaimers: ? “Bill Johnson’s an expert in this area. We should talk to him.” ? instead of ? “This may just be a crazy idea, and it’s not exactly the direction we’re heading, but maybe we should think about talking to Bill Johnson . I mean, I think he’s done a lot of work in this area, but maybe I’m way off base.” The most mon style clashes at Bain are in the areas of directness and claiming ownership of ideas. Managing Styles: What to Do (1 of 3) 44 cmnctnstl2 ?To increase directness: –focus on reporting information instead of building rapport –don’t raise your voice at the end of a statement –if you are managing, make demands instead of suggestions “Complete this by Thursday” instead of “It would be great to have this by Thursday, ok?” Managing Styles: What to Do (2 of 3) 45 cmnctnstl2 ?In order to increase ownership of ideas: –speak out instead of waiting to be recognized –speak louder –speak at greater length –when interrupted, reassert your point –when challenged, don’t back down immediately persist in making your case –state your own ideas instead of only supporting others –make ments on your own instead of linking on to others Managing Styles: What to Do (3 of 3) 46 cmnctnstl2 ?Remember that learning new style behaviors is difficult, and can take time ?Suggest a plan that progresses in small steps: –identify one behavior to learn (for instance, avoiding disclaimers) –plan to practice it once or twice in any one instance (. in a caseteam meeting) –once you have been successful, then increase practice –continue to increase in small steps until the behavior is fortable –identify next new behavior and begin practice Provide a plan for implementing changes Managing Styles: How to Do It (1 of 2) 47 cmnctnstl2 ?Provide a source of support and feedback if it isn’t you, hook them up with a partner (a friend, or a coach from Training) ?Recognize successes, . small wins as