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

Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation! 3

Join the conversation! @NxtGenDiversity #DBPMC


TWITTER

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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




Workplace

PERSONALITY AND STYLE DIVERSITY Andrés Tapia President Diversity Best Practices


Style Diversity

Personality (DNA)

Culture (Environment)

+ = Aspiration

(Goals) + Behavior (Cognition + Action)

Formative Choices

Diversity Best Practices | www.diversitybestpractices.com 9



Workplace

EXTROVERT/INTROVERT EXPLORATION AND GROUP EXERCISE

Angela Johnson Meadows Content Director Diversity Best Practices


Group Exercise – Part 1

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Exploring stereotypes about introverts and extroverts

2 volunteers – 1 introvert, 1 extrovert

Reactions?


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?

Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation!

Group Exercise

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Thoughts? Reactions?




Workplace

Laurie Helgoe, Ph.D. Psychologist and Author Introvert Power: Why Your Inner Life is Your Hidden Strength




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


BEST PRACTICES PANEL

Antoine L. Andrews Senior Director, Diversity and Inclusion Gap Inc.


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


Owned and Franchise Gap Inc. stores


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.


STANDOUT IS AN ACTION-ORIENTED STRENGTHS ASSESSMENT THAT REVEALS YOUR PERSONAL EDGE TO HELP YOU WIN AT WORK.


9 StandOut Roles

1. Connector

2. Advisor 3. Influencer

4. Equalizer

5. Stimulator

6. Pioneer

7. Provider

8. Teacher

9. Creator


How is Gap Inc. using StandOut

• Team Engagement

• Individual Talent Development

• Leadership Assessment & Development

• Team Building

• Diverse Talent Development Programs

• Certified StandOut Coaches


Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation!


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


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


30

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


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


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


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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Patty Nishimura Dingle Senior Diversity & Inclusion Consultant AAA Northern California, Nevada & Utah Insurance Exchange


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.


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.


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


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


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”)




Workplace

STYLE AND INFLUENCE: A Look at Communication Styles Andrés Tapia President Diversity Best Practices


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


The Styles

ADVOCATE

(El Revolucionario)

FACILITATOR (El Buena Gente)

ANALYZER (El Cráneo)

CONTROLLER (El Caudillo)

43 Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation! 43

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


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


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


Report Out: 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



Workplace

CLOSING REMARKS Andrés Tapia President Diversity Best Practices


Rose Guilbault VP, Communications & Social Responsibility AAA Northern California, Nevada & Utah Insurance Exchange

CLOSING REMARKS


CLOSING REMARKS Carol Evans CEO Diversity Best Practices


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


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


AAA Northern California, Nevada & Utah Insurance Exchange

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Managing Diversity of Personality and Style in the Workplace...March 1st, 2013 Walnut Creek, CA...

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Transcript of Managing Diversity of Personality and Style in the Workplace...March 1st, 2013 Walnut Creek, CA...