Develop Yourself on the Job!

Job assignments play a central role in the development of successful leaders. Cynthia McCauley in Developmental Assignments (2006), offers 10 characteristics of assignments that cause learning:

  • Unfamiliar responsibilities
  • Starting something new or making strategic changes
  • Fixing problems created by someone else
  • Dealing with employees who lack experience, are incompetent or are resistant to change
  • High stakes (tight deadlines, pressure from above, high visibility, responsibility for critical decisions)
  • Managing work that is broad in scope or large in size
  • Managing the interface with important groups outside the organization
  • Influence without authority
  • Working across cultures
  • Being responsible for the work of people of both genders and different racial and ethnic backgrounds.

Engage Productively when there are Differences of Opinion

Would a tool that helps you diagnose your approach to conflict be helpful?

The new Everything DiSC Productive Conflict profile can help you or others you work with either at work or in the community by telling you this:

  • What you do when there are differences of opinion
  • What's important to you in a conflict
  • What drains your energy in a conflict
  • Productive and destructive tendencies you have
  • How you can have productive conflict with other DiSC styles

Try it now! It's only $89 if you purchase it on our www.karengeiger.com site with a credit card and you can take it as well as see your results the same day. Just go to our site, click on Products at the top, then Everything DiSC profiles you can purchase it there. 

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Choose the Everything DiSC solution that's right for you!

Benefits
Everything DiSC® solutions provide rich, versatile learning programs that offer personal insight for learners at every level of an organization, using a consistent language of DiSC®. Using a research-validated learning model, each solution provides in-depth information including tips, strategies, and action plans to help learners become more effective in the workplace. All  Everything DiSC solutions include unlimited access to complimentary follow-up reports and MyEverythingDiSC®, the interactive learning portal exclusive to Everything DiSC.


The Solutions
Everything DiSC Productive Conflict. Designed to help learners curb destructive behaviors so
that conflict can become more productive, ultimately improving workplace results and relationships.


Everything DiSC Work of Leaders®. The Work of Leaders made simple: Vision, Alignment,
and Execution. Based on best practices, Work of Leaders connects to real-world demands, generating powerful conversations that provide a clear path for action.


Everything DiSC 363® for Leaders. Combines the best of 360s with the simplicity and power
of DiSC, plus three personalized strategies for improving leadership effectiveness. For anyone who wants to use 360° feedback as part of their leadership development, whether an emerging leader or an experienced executive.


Everything DiSC Workplace®. Can be used with everyone in an organization, regardless of title or role, to build more effective relationships, and improve the quality of the workplace.


Everything DiSC Management. Teaches managers how to bring out the best in each employee. They learn how to read employee styles and adapt their own styles to manage more effectively.


Everything DiSC Sales. Helps salespeople connect better with their customers by understanding their DiSC sales style, understanding their customers’ buying styles, and adapting their sales style to meet their customers’ buying styles.


Everything DiSC® Comparison Report: Can be created for any two participants to illustrate their similarities and differences. Complimentary, unlimited access available with all Everything DiSC Profiles.


Everything DiSC Supplement for Facilitators: Provides more detailed data about an Everything DiSC assessment and helps facilitate a richer discussion about a respondent’s DiSC® style, including unexpected items. Complimentary, unlimited access available with all Everything
DiSC Profiles, excluding Everything DiSC 363® for Leaders.


Everything DiSC Facilitator Report: Provides a composite of your group’s DiSC styles and information on how DiSC styles can impact your organization’s culture. Includes the names and
styles of each participant. Sold separately.


Everything DiSC Group Culture Report: Helps you determine the group’s DiSC culture, explore
its advantages and disadvantages, discuss its effect on group members, and examine its influence on decision-making and risk-taking. Sold separately.


Everything DiSC 363® Coaching Supplement: Additional information for coaches to use when preparing to provide leaders with their Everything DiSC 363 for Leaders feedback. Exclusively for the Everything DiSC 363 for Leaders Profile at no additional charge.


Everything DiSC Customer Interaction Map: Personalized follow-up interaction maps to help
salespeople navigate from their sales styles to their real-life customers’ buying styles.

MyEverythingDiSC®: Learners gain unlimited access to the mobile-friendly, interactive learning portal that provides on-demand insights about DiSC and strategies for applying DiSC to real
work situations. 

Call me today for more information, a demo, or to order!

Living with "progress"

Technology trends are touted now as so significant that they will "transform our world and how we live in it". Bernard Marr offered 9 Technology Mega Trends that will change our world in 2018 (Forbes, 12/4/17), and four of them are listed below along with a way to stay sane with each. 

Trend 1: The increasing datafication of our lives. Marr says "In the average minute, Facebook receives 900,000 logins, more than 450,000 Tweets are posted, and 156 million emails and 15 million texts are sent." This doesn't point out that we are contributing to these numbers, and points to a quasi-addiction to communicating this way. The antidote: monitor our time on screens and have two-way conversations in addition to the one-way communication these vehicles offer.

Trend 2: The incredible rise of artificial intelligence. AI has advanced so quickly over the last couple of years that the more data an AI system has, the quicker it can learn and the more accurate it becomes. This means computers can undertake more and more human tasks (facial recognition software, analyzing social media messages, listening, speak and even gauging our emotions). Our task here is to collectively decide for whom and what should this serve and to monitor unethical use of them. 

Trend 3: The unstoppable freight train that is automation. Marr predicts that humans will no longer be needed to do the jobs that machines can do faster, safer, cheaper and more accurately, and cites an estimate that 47 percent of U.S. jobs are at risk of automation. What this means for us is to stay ahead of this trend by being sure we have the skills to either manage that automation or develop skills for jobs that will not be automated. 

Trend 4: We're interacting with technology in very different ways. Thanks to smart phones and tablets, we can carry out a whole range of tasks on the move simply by touching a screen. Google has confirmed that searches on mobile devices now outstrip desktop searches. And virtual reality and augmented reality are the next wave in interface innovation, transforming how businesses interact with customers. This requires learning, learning, learning so we can add value to those functions. 

Would you benefit from any of these things in your hiring process?

  • getting a clear picture of the candidate's thinking style, behaviors, and interests
  • asking questions that are tailored to the job and the candidate's relative fit with that job
  • once the candidate is hired, identify ways to enhance performance and maximize their contribution to your organization
  • match people with positions where they'll perform well and enjoy what they do
  • reduce unwanted turnover and boost employee engagement

Ask us about PXT SelectTM. It is a unique selection assessment that does all these things. The candidate takes the assessment once, then you get a library of reports you can use throughout their tenure at your organization. 

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Why Women Working across Race Together is a Compelling Necessity

 I have been observing for a long time that our shared gender does not assume we share perspectives or similar life experiences. And I spent time studying this to understand the nuances of how our respective races experience different realities. But now I see this is much less an academic interest and a compelling need for action. The recent analysis of the voting patterns for Roy Moore told me we are not there yet. Our political order is in peril now, and history warns us that the expansion of global trade produces expectations of progress but also the apparent helplessness of democracies to address inequalities and fascism. It is time for us to learn from our experiences, act together, and preserve the ideals of our democratic society.

Here are some ways White women can work to create a unified political force with women of Color. There is more complete coverage in an article I co-wrote with a colleague of Color (Geiger & Jordan, 2014). As a White woman I am imperfectly working on everything written here, and have chosen to only focus on those of us who live in “the bubble of privilege” because I think we have the most work to do. I hope this stimulates cross-race conversations including reactions and challenges for you.

For those with societal privilege:

1.      Make privilege a problem. Our narrative often focuses on the hardships created for the recipients of racism, not on the practices of those with privilege that create those inequalities. We can change this narrative.

2.      Become an ally for social justice. This is a big one: it means seeking critique from others about our unconscious racist behaviors, paying attention to our public interactions with other White people, trying but knowing we can never truly succeed in seeing and hearing other vantage points, respecting and appreciating cultural differences instead of simply erasing or ignoring them, challenging each other assuming that change is possible even when it seems overwhelming, and creating discomfort for other White people.

3.      Redefine what it means to be White. We can redefine our identities in ways that don’t depend on the subordination of people of Color, and explore how race has affected us before engaging in building cross-race relationships.

4.      Use empathy cautiously. White women often want solidarity without realizing they haven’t really listened to how racial power dynamics have affected their partners of Color. Relationships across race by definition include dynamics of power in them and cultural difference is at some level unknowable. Therefore, empathy and this unknowing must be moderated – we can have a common purpose without understanding the complete experience of the other and should resist saying “I understand” when we may not.

5.      Create a “third culture”. We can create a new space between us called a “third culture” Casrnir (1999). This is when we create interactions that benefit all involved (and check to be sure that’s the case), that focus on communications between human beings instead of racial bodies, and that assumes this third culture is continuously evolving vs. achieved quickly. This will be new and unfamiliar but is important work.

6.      Balance our individual, social and organizational identities. There is a tension that emerges in cross-race relationships: our individual need for identification and our need to identify with the group. We can notice our discomfort with being excluded from conversations about the experiences of women of Color and also welcome the expression of difference. This requires time, trust, and faith.

So, creating an alliance of women means that we seek to know, respect and commit to women who are in essential ways different from us, but whose interests are in essential ways the same.  For White women, alliance is a process of sharing power and resources with others in society in order to create structures equally responsive to the needs and interests of all people. This process requires giving up our tendency to be politically correct, avoid conflict, and perpetuate dominance. It requires us to experience disequilibrium and expect resistance, demonstrate patience and courage, manage our emotions, negotiate agendas, surface and manage power dynamics and hold the paradox of belonging and uniqueness.

We can do this and it may mean that our society survives as a result.

References

Casrnir, F.L. (1999), Foundations for the study of intercultural communication based on

a third-culture building model, International Journal of Intercultural Relations, Vol. 23

No. 1, pp. 91-116.

 

Geiger, K. and Jordan, C. (2014). The role of societal privilege in the definitions and practices

of inclusion. Equality, Diversity and Inclusion: An International Journal, Vol. 33, No. 3. pp. 261–274.

How to stay sane in our times

May we live in interesting times!

Given the popularity of social media; we now are confronted with

  • fake news designed to cause divisiveness, 
  • a vehicle to put out our opinions in the absence of a supportive, constructive community dialogue,
  •  increasing feelings of isolation while we are more connected technologically than ever.

Here are 2 things to do and 2 things to avoid to save our mental health and our civil society. 

Here are two things to do:

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1. Realize that our attention is a choice and be conscious about where we focus it.

2. In conversation, be curious about what experiences have led to someone having a different opinion.

Here are two things to avoid:

 

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Here are two things to avoid:
1. Reading headlines and news (real or fake) that we know will agitate us, and instead figure out how to learn the whole story. 
2. Feeding our outrage and helplessness by reading things that are incomplete and/or designed to outrage us.