Do People Need to be Fixed? Seven Results
Earlier this month I wrote a post about the subject of managers needing to be fixed – which they don’t. Yet, today I was reflecting on past coaching assignments with non=managers who were mostly fast trackers with People Skill issues.
While these very smart and very technically savvy individuals were critical to there company’s overall success, they all had one thing in common. Poor People Skills was their Achilles Heal. Seems these people were frequently being reported to Human Resources due to some issue or conflict.
Here is what we found working with these talented people who unfortunately lacked some understanding of how to play well with others. There are Seven Issues…
- Lack of People Awareness in their Behavioral Style
Several of these participants had no natural desire to interact with others, were totally logical in their approach with others, and openly showed a distrust for all people. After gaining they trust and assuring them they were not “broke.” they learned how to interact with others using a flex method. With some of the participants we had to go a little deeper depending upon their unique factors uncovered in their assessment reports.
- Talked too Much
We also had a number of talkers – you know the kind – they never seems to stop talking. Usually there are two factors which cause this talk to much element. First, they have an intense behavioral pattern driving by their desire to talk and interact with others ALL THE TIME. Personal awareness of this trait usually improves their interaction skills whereby they learn it is more important to ask questions and listen than to talk all the time. The Second part is low self-esteem. People with low self-esteem have a tendency to talk too much to gain attention and believe they are more important when people are listening to them. Usually, these people were directed into our Phoenix Seminar to learn how to improve their own self esteem and confidence. Then, being more relaxed, this people became more concerned about others than themselves.
- Were Mismatched to their Job
When people are mismatched to their job they can have natural issues. Think about this – these people are being judged and evaluated by others based upon their performance. So, they are having to use their weaknesses to get their jobs done every day. These are the same people who are totally exhausted by 2 or 3 in the afternoon. Why? Because they have been running on a “battery pack” all day as they suppress their natural strengths and attempt to use their weaknesses to get the job done at a high level. Another reason for Human Resources and Executives to institute a Hiring System that matches Talent to the Job. Then you automatically get high energy and performance from your talented individuals.
- Opposite Style to their Manager
Again, probability a job mismatch situation causing this issue, however, I have seen many occasions where a manager does not understand behavioral style differences. These managers tend to “pick on” these different from them individuals. And, in some radical cases the manager has actually treated to fire an employee if they did not do every thing the same way the manager would have done – even if it made no sense to do it the manager’s way. This is a combination of lack of manager training and no knowledge of behavioral style differences.
- Extreme Traditional Value
This is one of the more complicated issues since the issue is rooted in the personal beliefs and philosophies of an individual. Then an individual has an extreme intensity in the Traditional Motivator or Personal Value, they are a closed book to new ideas, other opinions, or new information. Stubborn is the most common descriptor I hear when this issue appears and it is a major factor since the individual will not change their belief or philosophy just because someone else wants them to change. They are basically locked in at this point. Seldom does the coaching process work when the philosophies – particularly about working with others – are not aligned. These issue must be found prior to hiring these people and these beliefs and philosophies can be uncovered in the interview processes.
- Did not Value the People Element in their Thinking Process
Again, this is a cognitive thought priority which could be minimized in favor of tasks or systems being followed. This people are not ‘bad or damaged” they just think about things and people differently. Fortunately the people side of things can be learned – over time with a lot of reinforcement and coaching (especially by their manager). The cognitive priorities should always be discovered with individuals who are headed into the manager or executive level positions as a more balanced approach to all three dimensions is critical to success.
- Just Plain old too Arrogant or Total Know it All
Well, I saved the worst case for last. These are the people who have arrived in their own mind and already have all the answers and knowledge. Fortunately, this is a very small minority of people, but they do exist and when you find one you will know it quickly. These people are actually un-coachable and extremely arrogant. If they are a problem in their work area, no matter how technically knowledge they are – it is best to part ways. Major research has shown that one bad apple in a business unit will decrease team productivity by as much as 40%. This is too costly an issue to maintain. We recommend a de-hire situation with these people (This is a tough call, I know because I believe in people.)
There you have the key results we found after working with dozens of individuals in the coaching process. These intensive one on one sessions allowed us to work closely with each individual. Showing them their natural strengths and weaknesses and how these items either helped or hindered their performance on the job.
Truth is, we got a number of these people promoted after they learned how to be more people oriented. These people only needed to be coached on how to interact with the different types of people and to build trust based relationships. There were tow methods used to transform these high potentials into real high performers. When they learned to balance their skills with their new people skills, the sky was their limit.
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Voss Graham is an Organizational Architect with 30+ years of experience designing sustainable business growth for organizations of all sizes.
Creating the Strategic Focus with the Executive Leadership Teams, he uses Systems & Process to ensure the Drivers for Business Growth are Executed at the Highest Levels. Voss is available as a Speaker for your conferences or company meetings – contact him at 901-757-4434 or use the LinkedIn or Facebook direct messages.