FIRO-B & STENGHTHS

1. FIRO-B & STENGHTHS July 18, 2011

2. July 18, 2011 • Course Administration • Panel Assimilations • Industry Groups 7/20 • Final Exam • Interview Techniques • Networking Opportunity • ABILENE PARADOX • FIRO-B • Group Exercises

3. Panel Group Meeting • Decide on number of behavioral interview questions that you will be using. • Select the questions for each person. • Make sure you understand the requirements around the AD. • Order of interviewees, establish timelines FOR EACH PERSON. • The order of interviewers. • The more you organize beforehand the smoother 8/1 will be. • QUESTIONS?

4. PACKET REVIEWIN THIS ORDER • LINKED IN PROFILE – 50 POINTS • CAREER WORKSHEET – 25 PTS. • RESUME – 25 POINTS • POSITION AD – 25 PTS. • BEHAVIORAL INTERVIEW QUESTIONS – 25 PTS. • PEER EVALUATION – 25 PTS.

5. Most job-hunters who fail to master the job-hunt or find their dream job, fail not because they lack information about the job market, but because they lack information about themselves. -Richard Nelson Bolles

6. AWARENESS • “Awareness should not be confused with introspection or insight; rather, ‘at its best, awareness is a continuous means for keeping up to date with one’s self…It is always there, like an underground stream, ready to be tapped into when needed, a refreshing and revitalizing experience’ “ (Polster & Polster, 1973, pp. 211-212).

7. “Teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability” Lencioni, p. 63 BOOK RECOMMENDATOIN Lencioni, P. (2002). The Five dysfunctions of a team: A leadership fable. San Francisco: Jossey-Bass.

8. 3 TOP THINGS Corporations look for in new hires at the management level … List what you think.

9. #3 INITIATIVE[Self Motivation] The power or ability to begin or follow through energetically with a plan a task; enterprise and determination. Source: American Heritage Dictionary

10. #2 Interpersonal Skills The ability to relate to other people in an effective manner.

11. #1COMMUNICATION SKILLS! The art and technique of using words effectively in imparting one’s ideas.

12. ABILENE PARADOX-JERRY HARVEY

13. FIRO – BTAKE THE ASSESSMENT

14. FIRO – B Provides Insight at Both Individual and Group Levels • Our individual needs for Inclusion, Control and Openness • Our relationships with other people • How we fulfill social needs in groups • Compatibility FIRO-B can facilitate our understanding of team dynamics and how to improve team effectiveness

15. FIRO-B Measures Interpersonal Needs • INCLUSION: The extent of contact and prominence that a person seeks • CONTROL: The extent of power or dominance that a person seeks. • AFFECTION: The extent of closeness that a person seeks.

16. Measures How Much Needs are EXPRESSED and WANTED • EXPRESSED: The extent to which a person will initiate the behavior. The behavior you are most comfortable in demonstrating toward others. • WANTED: The extent to which a person prefers to be the recipient of the behavior. The behavior you prefer others use in their attempts to get together with you.

17. MY RESULTS EXPRESSED WANTED Where you have very high or very low scores, go hum……

18. What’s considered a high and a low score? 0 – 2 (Low): The behavior described will rarely be displayed by the person. 3 – 6 (Medium): Although not extreme, the person may display a tendency toward the behavior described. 7 – 9 (High): The behavior will be noticeably characteristic of the person.

19. GROUP EXERCISE • GET INTO YOUR INDUSTRY GROUPS • SHARE YOUR LOWEST SCORE AND TALK WHY YOU THINK IT IS LOW. • SELECT YOUR HIGHEST SCORE AND TALK ABOUT WHY YOU THINK IT IS HIGH. • DO YOU THINK YOUR OVERALL INTERPERSONAL NEEDS SCORE FEELS ACCURATE FOR WHERE YOU ARE IN YOUR LIFE RIGHT NOW?

20. STRENGTHS FINDER

21. WHY DO ORGANIZATIONS FOCUS ON DEVELOPING WEAKNESSES?

22. “Fixing” Weaknesses Most organizations are built on two flawed assumptions about people: • Each person can learn to be competent in almost anything • Each person’s greatest room for growth is in his or her areas of greatest weaknesses

23. “Fixing” Weaknesses For centuries, mankind has been guided by the belief that good is the opposite of bad • ….and has since been fixated in studying fault and failing • ….in order to learn about strengths and success

24. The Strengths Revolution Two assumptions that guide the world’s best performers: • Each person’s strengths and talents are • Each person’s greatest room for growth is in the areas of their strengths

25. What Makes a Strength? • A strength = Talent + Knowledge + Skill • For an activity to be a strength • You must be able to do it consistently • You must derive some intrinsic satisfaction from the activity • Your talents are natural, instinctual recurring patterns of thought

26. Why Focus on Strengths? • The organization whose employees feel that their strengths are used every day is more powerful and more robust • When we get to use our strengths, we naturally excel • The tragedy is not that we don’t have enough strengths, it’s that we fail to use the ones we have

27. Strengths-Based Performance Management • Most organizations agree on the three key areas of performance worth focusing on • The person’s impact on the business • The person’s impact on the customer, whether internal or external • The person’s impact on the employees around them

28. What About Weaknesses? Success is achieved when you capitalize on your strengths, and manage around your weaknesses Fixing weaknesses can help, but it is damage control, not development

29. Parting Advice Dedicate 50 – 70% of your development to building your strengths

30. Neighbor SHARE • TURN TO YOUR NEIGHBOR AND SHARE ONE OF THE STRENGTHS THAT SURPRISED YOU THE MOST AND WHY? • WHEN WAS THE LAST TIME YOU WERE ACKNOWLEDGE FOR ONE OF YOUR STRENGTHS?