Bushido Business The Fine Art Of The Modern Professional by Covey Stephen & Tracy Brian & Hopkins Tom & Wagenhals Heather

Author:Covey, Stephen & Tracy, Brian & Hopkins, Tom & Wagenhals, Heather [Covey, Stephen]
Language: eng
Format: epub
Publisher: Insight Publishing
Published: 2010-10-05T16:00:00+00:00

If the desired result is to be a superior leader, one must have excellent decision-making skills. To decide well,, you need the job-appropriate competencies. They are very different in their specifics—the neurosurgeon has one set, the jet fighter pilot another, the social worker another. The competencies constitute the what of our work. They need to be matched by behaviors, which make those competencies effective. This is the equally critical how of our work. This is how we go about our decisionof our work. This is how we go about our decision-making, our influencing, and so on.

Did you ever have a teacher you perceived was brilliant or had near mastery over the subject matter (the what ), but was not effective at communicating it to the class? How about a boss who did not know how to

lead even though he or she knew the topic, the subject matter, backward and forward?

The how is essential to producing results and it is not “one-size-fitsall”—there is no one way to do it. You may need to adapt your approach somewhat with each person you deal with at work (and, yes, your spouse or your teenager). But, make no mistake, without mastery (or at least competency) with respect to the behavioral component, there is a low chance of producing consistently excellent results and no chance of producing extraordinary results.

I have a client who, on some of our coaching calls, will provide his own coaching. He will say to me, “I think I need to bring out more of my D here.” (He is referring to the Dominance attribute of the DISC Behavioral Assessment that I have been using for many years with my clients.) More “D” in this case means he recognizes that the situation calls for him to be more decisive, more direct, more pioneering.

Based on statistics alone, nearly 75 percent of thepeople with whom we interact will have a core (or natural) behavioral style that is different than our own.

Coaching tip: Utilize behavioral assessments to more fully understand your own style, the styles of the other important people in your work and personal environment, and how to adapt in such a way to increase your effectiveness in communicating with these key persons. This will improve your results.

Someone needs to adapt, to flex, and to make it easier on the other person. Will it be: “I need to provide more data or less data than I would require to influence this person?” Shall I speak faster or slower?” “Is an 80 percent chance of success plenty in this situation or are we going to need 100 percent chance of success?” (Note: We clearly like our brain surgeons and our demolition squads to go for that 100 percent certainty.)

In many business decisions, however, a lower standard of precision is acceptable because time is of the essence. In fact, 100 percent certainty is not only not required, it is often not affordable. Perfect products that miss the market window are not known as perfect. They are

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