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Municipal Gas Authority of Georgia
Leading Diverse Work Teams
* Recognizing Talent * Maximizing Fit * Building Trust
Gary O’Malley
2006 Annual Membership Meeting
4 Keys of Great Managers
1. Select for TALENT
2. Define the right outcomes
3. Focus on strengths
4. Find the right fit
First Break All The Rules
by Marcus Buckingham & Curt Coffman
Talent
“talent” - a recurring pattern of behavior which can be productively applied
Path 4 - X Ray Path 6 - MRI
Not Everything Is As It Appears
Farm Kid
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd what I was rdanieg. The phaonmneal pweor of the hmuan mnid Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can still raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh and I awlyas thought slpeling was ipmorantt.
Not Eveyrhtnig Is As It Aappers
Behavior
Behavior - Action, reaction or function under specified circumstances.
Licensed by © Ri ghtPath Resources
Behavior Identification
Accommodating AGENDA DirectingFit In Take Control
Reserved INTERACTION EngagingAvoid Attention/Reflect Gain Attention/Express
Challenging PACE/ CONFLICT HarmoniousChange/ Logic Stability/Compassion
Spontaneous ORDER MethodicalFreedom/ Flexibility Accuracy/ Structure
Path 6 SubfactorsAssertive 45 Independent 36Blunt 38
Enthusiastic 68Social 57Verbal 66
Sympathetic 55Supportive 55Tolerant 54
Precise 29Organized 32Achieving 45
Daring 40Ambitious 56
Imaginative 56Resourceful
70
DOMINANCE
EXTROVERSION
COMPASSION
CONSCIENTIOUS- NESS
ADVENTUROUS-NESS
INNOVATION
Path 6 SubfactorsAssertive 45 Independent 36Blunt 38
Enthusiastic 68Social 57Verbal 66
Sympathetic 55Supportive 55Tolerant 54
Precise 29Organized 32Achieving 45
Daring 40Ambitious 56
Imaginative 56Resourceful
70
DOMINANCE
EXTROVERSION
COMPASSION
CONSCIENTIOUS- NESS
ADVENTUROUS-NESS
INNOVATION
Maximizing Team Performance
1. Understand the
Differences
2. Appreciate the Differences
3. Adapt to the Differences
4. Celebrate(Leverage) the Differences
3 Tools
1. RightPath Team Matrix
2. Coaching Cards
3. Personal Development Worksheet
Team Regent Accommodating Mid Range Directing
Reserved Mid Range Engaging
Challenging Mid RangeHarmonious
Spontaneous Mid RangeMethodical
Melissa W. Dan C. Ralph M.
John M. Bruce W.
Dan C. Ralph M.
John M.Melissa W. Bruce W.
Dan C. Ralph M. Melissa W. John M.
Bruce W.
Ralph M. Dan C. Bruce W. John M.
Melissa W.
Team Regent Accommodating Mid Range Directing
Reserved Mid Range Engaging
Challenging Mid RangeHarmonious
Spontaneous Mid RangeMethodical
Melissa W. Dan C. Ralph M.
John M. Bruce W.
Dan C. Ralph M.
John M.Melissa W. Bruce W.
Dan C. Ralph M. Melissa W. John M.
Bruce W.
Ralph M. Dan C. Bruce W. John M.
Melissa W.
My Team
Accommodating Mid Range Directing
Reserved Mid Range Engaging
Challenging Mid Range Harmonious
Spontaneous Mid RangeMethodical
Handout
Adapted Behavior
Attitudes
Actions
Feelings
mind
will
* Effective people act their way into new ways of feeling; they do not feel their way into new ways of acting.
* Personality profiles help explain your behavior; they do not justify your behavior.
emotions
Self Coach
Accommodating CONTROL DirectingSPEAK UP I f you are LISTEN UP
Reserved INTERACTION EngagingOPEN / LIGHTEN UP I f you are BUTTON UP
Challenging PACE/ CONFLICT HarmoniousSOFTEN UP I f you are TOUGHEN UP
Spontaneous ORDER MethodicalTIGHTEN UP I f you are LOOSEN UP
Relationship Coach
Accommodating CONTROL DirectingGIVE THEM In dealing with GIVE THEM ENCOURAGEMENT OPTIONS
Reserved INTERACTION EngagingGIVE THEM In dealing with GIVE THEM ROOM ATTENTION
Challenging PACE/ CONFLICT HarmoniousGIVE THEM In dealing with GIVE THEM AD-ACTION (NOW) VANCED NOTICE
Spontaneous ORDER MethodicalGIVE THEM In dealing with GIVE THEMLATITUDE DETAILS
4 Keys of Great Managers
1. Select for talent
2. Define the right outcomes
3. Focus on strengths
4. Find the right FIT
First Break All The Rules
by Marcus Buckingham & Curt Coffman
Goals
Action Steps
One month:
Three months:
One year:
Three years:
Life HistoryAchievements:
Childhood Mottos:
Behavior ProfileStrengths
Struggles
Transferable Skills
Values
Passions
Life Purpose
Career Objective
PERSONAL DEVELOPMENT WORKSHEET
© O’Malley Associates 2006 Gary J. O’Malley Tel. [email protected]
ASSESSMENT
ALIGNMENT
ACTION STEPS
Career Opportunities
Personal:
Professional:
Lou Holtz Leadership Formula
“Your people want to know…”
1. Can I trust you?
2. Are you committed to the vision?
3. Do you care about me?
20
The Job of the Leader
Results
Relationships
Trust
TrustA function of…
1. Past history- consistency; doing what you say you will do
2. Positive intent- demonstrating your desire to help; a
high regard for the other person’s best interests
3. Openness- honestly expressing your feelings, emotions and concernsWilson Learning P. 7
“Four Question’ Trust Builder
1. What’s going right ? Build upon this.
2. What’s going wrong ? Change this.
3. What’s confusing ? Clarify this.
4. What’s missing ? Add this.
Tom Patterson
“One Question” Trust Builder
How are you ?
1. The need for face-to-face communication increases with the complexity of the issue.
2. Social capital is amassed over years of investing in building relationships.
3. Some things cannot be hurried - such as quality human relationships.
The Leadership Challenge
Posner and Koznes
*
Municipal Gas Authority of Georgia
2006 Annual Membership Meeting
Gary O’Malley
O’Malley Associates
Tel. 678-560-8375
