Managing Diversity of Personality and Style in the Workplace...March 1st, 2013 Walnut Creek, CA...
Transcript of Managing Diversity of Personality and Style in the Workplace...March 1st, 2013 Walnut Creek, CA...
March 1st, 2013 Walnut Creek, CA
Managing Diversity of Personality and Style in the
Workplace
WELCOME REMARKS
Diversity Best Practices | www.diversitybestpractices.com
Carol Evans CEO Diversity Best Practices
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Welcome new Diversity Best Practices Members!
•Gap Inc. •HealthSouth Corporation •International Monetary Fund •Abbott Laboratories •BCBSNC •Kimpton Hotels •Land O Lakes •Union Bank California •UPS
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Join the conversation! @NxtGenDiversity #DBPMC
Diversity Best Practices | www.diversitybestpractices.com
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AAA Northern California, Nevada & Utah Insurance Exchange
Rose Guilbault VP, Communications & Social Responsibility AAA Northern California, Nevada & Utah Insurance Exchange
WELCOME REMARKS
Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation! 6
March 1st, 2013 Walnut Creek, CA
Managing Diversity of Personality and Style in the
Workplace
PERSONALITY AND STYLE DIVERSITY Andrés Tapia President Diversity Best Practices
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Style Diversity
Personality (DNA)
Culture (Environment)
+ = Aspiration
(Goals) + Behavior (Cognition + Action)
Formative Choices
Diversity Best Practices | www.diversitybestpractices.com 9
March 1st, 2013 Walnut Creek, CA
Managing Diversity of Personality and Style in the
Workplace
EXTROVERT/INTROVERT EXPLORATION AND GROUP EXERCISE
Angela Johnson Meadows Content Director Diversity Best Practices
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Group Exercise – Part 1
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Exploring stereotypes about introverts and extroverts
2 volunteers – 1 introvert, 1 extrovert
Reactions?
Diversity Best Practices | www.diversitybestpractices.com
Group Exercise – Part 2
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Pair up with the person next to you and share the following:
• Are you an introvert or extrovert?
• What do you like about your orientation?
• How do you think others perceive you as a leader?
• What frustrates you about working with those of the opposite type orientation?
• What you like or admire about your opposite type?
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Group Exercise
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Thoughts? Reactions?
Diversity Best Practices | www.diversitybestpractices.com
March 1st, 2013 Walnut Creek, CA
Managing Diversity of Personality and Style in the
Workplace
Laurie Helgoe, Ph.D. Psychologist and Author Introvert Power: Why Your Inner Life is Your Hidden Strength
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March 1st, 2013 Walnut Creek, CA
Managing Diversity of Personality and Style in the
Workplace
Best Practices Panel: Tools and Measures to Assess Personality and Style
Patty Nishimura Dingle Senior Diversity &
Inclusion Consultant AAA Northern California, Nevada & Utah Insurance Exchange
Antoine L. Andrews Senior Director, Diversity and Inclusion Gap Inc.
Joyce Ibardolasa Director, Performance and Inclusion Pacific Gas & Electric Company
Diversity Best Practices | www.diversitybestpractices.com 19
BEST PRACTICES PANEL
Antoine L. Andrews Senior Director, Diversity and Inclusion Gap Inc.
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Gap Inc. Key Facts
• Founded in 1969 • Brands: Gap, Banana Republic, Old
Navy, Piperlime, Athleta and Intermix • Outlet stores: Gap Outlet and Banana
Republic Factory Stores • Over 3,250 stores worldwide • Online ~ 90 countries
Diversity Best Practices | www.diversitybestpractices.com 21
Owned and Franchise Gap Inc. stores
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StandOut Assessment
The StandOut assessment helps you accelerate your performance by pinpointing your comparative advantage, and showing you actions you can take to capitalize on this advantage. OVERVIEW: The assessment measures how well you match 9 Roles and reveals your lead Role and secondary Role. These top two Roles are the focal point of all your talents and skills and your instinctive way of making a difference in the world.
Diversity Best Practices | www.diversitybestpractices.com 23
STANDOUT IS AN ACTION-ORIENTED STRENGTHS ASSESSMENT THAT REVEALS YOUR PERSONAL EDGE TO HELP YOU WIN AT WORK.
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9 StandOut Roles
1. Connector
2. Advisor 3. Influencer
4. Equalizer
5. Stimulator
6. Pioneer
7. Provider
8. Teacher
9. Creator
Diversity Best Practices | www.diversitybestpractices.com 25
How is Gap Inc. using StandOut
• Team Engagement
• Individual Talent Development
• Leadership Assessment & Development
• Team Building
• Diverse Talent Development Programs
• Certified StandOut Coaches
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Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation!
BEST PRACTICES PANEL
Joyce Ibardolasa Director, Performance and Inclusion Pacific Gas & Electric Company
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Pacific Gas and Electric Company Provide safe, reliable and affordable customer-focused gas and electric service to approximately 15 million people in northern and central California
• Serves 1 in 20 Americans
• 70,000-square-mile service area in northern and central California
• 5.1 million electric customer accounts
• 4.3 million gas customer accounts
• More than 141,215 circuit miles of electric line
• More than 42,141 miles of natural gas pipelines
Diversity Best Practices | www.diversitybestpractices.com 28
Whole Brain Model
Thinking Processes
LIMBIC MODE
Thinking Processes
CEREBRAL MODE
LOGICAL
ANALYTICAL
FACT BASED
QUANTITATIVE
(UPPER LEFT)
HOLISTIC
INTUITIVE
INTEGRATING
SYNTHESIZING
(UPPER RIGHT)
(LOWER LEFT)
SEQUENTIAL
ORGANIZED
DETAILED
PLANNED
(LOWER RIGHT)
INTERPERSONAL
FEELING BASED
KINESTHETIC
EMOTIONAL
D
C B
A L
EF
T M
OD
E
Th
ink
ing
Pro
ce
ss
es
Th
ink
ing
Pro
ce
ss
es
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Uses facts to illustrate points
Very straightforward
Applies logic
Appears to display little or no
emotion regardless of the situation
A
Speaks in phrases
Stops in mid-sentence, thinking
others obviously know
Very abstract in speaking –– uses
metaphors and musical words
Asks questions that lead to other
questions: Why?
D
Face is animated – eyes flash, etc.
Uses extensive nonverbal gestures
Uses stories to illustrate points
Talks out loud or to self to learn
C
Speaks in complete sentences and
paragraphs
Processes sequentially
Very concrete in speaking
Asks questions that have answers:
Who? When? How?
What? Where?
B
How the Brain Communicates
© 2012 Herrmann International; www.hbdi.com
Whole Brain Model
Diversity Best Practices | www.diversitybestpractices.com 30
StrengthsFinder Achiever Activator
Adaptability Analytical
Arranger Belief
Command Communication
Competition Connectedness
Consistency Context
Deliberation Developer
Discipline Empathy
Focus Futuristic
Harmony Ideation
Includer Individualization
Input Intellection
Learner Maximizer
Positivity Relator
Responsibility Restorative
Self-Assurance Significance
Strategic Woo
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StrengthsFinder
Executing InfluencingRelationship
Building
Strategic
Thinking
Achiever Activator Adaptability Analytical
Arranger Command Developer Context
Belief Communication Connectedness Futuristic
Consistency Competition Empathy Ideation
Deliberative Maximizer Harmony Input
Discipline Self-Assurance Includer Intellectuion
Focus Significance Individualization Learner
Responsibility Woo Positivity Strategic
Restorative Relator
Four Leadership Domains
Diversity Best Practices | www.diversitybestpractices.com 32
B Strategic Relator Individualization Achiever Ideation
I Learner Achiever Input Individualization Relator
S Positivity Arranger Responsibility Woo Communication
W Relator Activator Maximizer Positivity Strategic
L Learner Achiever Relator Self-Assurance Arranger
R Strategic Arranger Developer Communication Positivity
OUR TEAM
StrengthsFinder
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BEST PRACTICES PANEL
Patty Nishimura Dingle Senior Diversity & Inclusion Consultant AAA Northern California, Nevada & Utah Insurance Exchange
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Have you ever… • Thought you had a clear agreement with someone
…and later on discovered they meant the opposite of what they’d said?
• Wondered “Why don’t they just come out and say what’s on their mind …
…instead of expecting me to guess their meaning?!”
…Then you are probably a low-context communicator.
Diversity Best Practices | www.diversitybestpractices.com 35
Have you ever… • Wondered why some people just can’t seem to
understand you
… when you’re being as clear as you possibly can be while remaining polite and socially appropriate?
… Then you are probably a high context communicator.
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Low context
• Relies on literal, precise meaning of words
• Explicit (direct)
• The message is in the words
• “No” means no; “Yes” means yes
• Low context groups may prefer written communication
• Things are clearly explained
• Low context communicators may come from cultures that tend to be more informal
Diversity Best Practices | www.diversitybestpractices.com 37
High context
• Relies on non-verbal, nuanced cues
• Implicit (indirect)
• The complete message is not in the words
• Vocal tone, body language and other “cues” can be as important as the words
• Individual words are carefully chosen
• “No” could mean yes; “Yes” could mean no
• High context communicators may come from cultures that tend to be more formal
• Meant to signal shared cultural assumptions
and values
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When Low Context and High Context Collide • Direct (low context) communicators may think that indirect (high context)
communicators:
– Are evasive
– Are dishonest
– Can’t take a stand
– Have no opinion
– Increase tension by not dealing with issues directly
• Indirect (high context) communicators may think that direct (low context) communicators:
– Are insensitive
– Talk too much
– Are insulting
– Are harsh
– Increase tension by dealing with issues in a direct manner
(not allowing people to “save face”)
Diversity Best Practices | www.diversitybestpractices.com 39
March 1st, 2013 Walnut Creek, CA
Managing Diversity of Personality and Style in the
Workplace
STYLE AND INFLUENCE: A Look at Communication Styles Andrés Tapia President Diversity Best Practices
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1.75 1.0 2.5 3.25 4.0
1.0
1.75
3.25
4.0
Controller Analyzer
Facilitator
Do
min
ant
(Ext
rove
rt)
Easy-Go
ing
(Intro
vert)
Informal (People-Oriented)
Formal (Task-Oriented)
Advocate
Diversity Best Practices | www.diversitybestpractices.com 42
The Styles
ADVOCATE
(El Revolucionario)
FACILITATOR (El Buena Gente)
ANALYZER (El Cráneo)
CONTROLLER (El Caudillo)
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Business Behavior Types Spontaneous “People Oriented”
Controlled “Task Oriented”
Dominant “Tell”
Easy-going “Ask”
ADVOCATE • High energy
• Competitive
• Creative thinker
• Ego Driven
• Low attention to detail
• Ambitious
FACILITATOR
• People person
• Likes meetings
• Team oriented
• Likes consensus
• Sociable
• Unassuming
• Avoids conflict
ANALYTICAL
• Process oriented
• High attention to detail
• Low sense of urgency
• Likes opinions
• Methodical
• Systematic
• Rational, key influencer
CONTROLLER
• Outcome oriented
• Time is important
• Yes/No answers
• Impatient
• Objection driven
• Direct
• Doesn’t mind conflict
• Often a Decision Maker
Diversity Best Practices | www.diversitybestpractices.com 44
Facilitators: Advocates: Jae Requiro / National Manager, Diversity and Inclusion / Toyota
Analyzers: Regina Yabut / Diversity Specialist, Corporate Diversity & Inclusion / Genentech
Facilitators: Linda Bowers / West Coast Account Director / Diversity Best Practices
Controllers: Melissa Jones / Human Resources Executive / AAA Northern California, Nevada & Utah Insurance Exchange
Diversity Best Practices | www.diversitybestpractices.com 46
The Influence Game Advocates: Influence the Analyzers to provide a onsite daycare for employees
Analyzers: Influence the Advocates to invest in a new enterprise-wide Financial Controls software
Facilitators: Influence the Controllers to allow for more virtual work arrangements
Controllers: Influence the Facilitators to set up attendance policy for the company
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Report Out: The Influence Game
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Advocates: Influence the Analyzers to provide a onsite daycare for employees
Analyzers: Influence the Advocates to invest in a new enterprise-wide Financial Controls software
Facilitators: Influence the Controllers to allow for more virtual work arrangements
Controllers: Influence the Facilitators to set up attendance policy for the company
March 1st, 2013 Walnut Creek, CA
Managing Diversity of Personality and Style in the
Workplace
CLOSING REMARKS Andrés Tapia President Diversity Best Practices
Diversity Best Practices | www.diversitybestpractices.com 51
Rose Guilbault VP, Communications & Social Responsibility AAA Northern California, Nevada & Utah Insurance Exchange
CLOSING REMARKS
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CLOSING REMARKS Carol Evans CEO Diversity Best Practices
Diversity Best Practices | www.diversitybestpractices.com 53
Upcoming DBP Events • March 8th International Women’s Day Web Seminar:
Boosting Women’s Rights Through Corporate Responsibility
• May 3rd Member Conference: Engaging Middle Managers as if Their Careers Depended On It, Charlotte NC
• June 5th-6th Network+Affinity Leadership Congress, New York NY
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Upcoming DBP Events • July 16th Generational Diversity Web Seminar
• August 1st Member Conference: Addressing the Talent Pipeline, Charlotte NC
• August Global Teleconference
• September 19th-20th Network+Affinity Leadership Congress, Chicago, IL
• October 8th Next Generation Metrics: Predictive Analysis Web Seminar
• November 8th Benchmarking Web Seminar
• December 12th Member Conference: Product+Service Development
Diversity Best Practices | www.diversitybestpractices.com 55
AAA Northern California, Nevada & Utah Insurance Exchange
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