Business Planning

5 Keys to Behaviorally Smart Hiring: Dont rely solely on resume, concentrate on who the person is

Great resumes can be bought. Behaviors cant be.

The only way to effectively hire and retain candidates is to ensure you not only fit the right skills to the right job but that you also find the right cultural and behavioral style fit for the role and team.

Validating behavioral intelligence will deepen engagement in each human interaction the candidate will have in the business as part of their performance. A person’s skills will be a moot point if he or she can’t effectively interact with the team and/or customers or if the person is a social butterfly when a task-oriented person is needed.? The process of exploring and validating behavioral intelligence should also uncover life and business decision-making patterns as this could determine whether or not a candidate will be a long-term, loyal, and successful hire.

Happy Candidate in the Right Role

Key 1: Alignment of vision and life direction; engaging head, heart, and talent

Ask questions to discover if the vision and direction the candidate has for his or her life aligns with the vision and direction of the organization. Another important question to investigate is whether the organization can deliver its part to bring a successful outworking of the candidates vision and life direction? If the answer is yes ? then not only will it be a great hire, but likely a long-term relationship. An individual is less likely to consider leaving when he or she is a part of working towards a shared key goal or milestone.

Key 2: Uncover life and decision making patterns

Understanding how to communicate effectively is the most valuable route to uncovering behaviors, decision making patterns and strengthening engagement. Knowing the communication style of each candidate prior to the hiring interview will enable the interviewing panel to customize their questions to the individuals communication style.

To be able to effectively uncover life and decision making patterns, its important to understand how to communicate and the right questions to ask.Gaining insight into the communication and behavioral style of a candidate will reveal how well the individual/ he or she will fit with colleagues and respond to managers and supervisors.

Key 3: Match behaviors as well as talents to the role–having the skills to do the job isnt enough

It is best to keep in mind, however, that having the skills to do the job isnt enough. People want to work with meaning. Jobseekers will apply for positions they feel match their skills but often the hiring process fails to match both talents and behaviors to the job. Whilst organizations need to secure the talent necessary for the success of the business, matching behaviors as well as talents to roles builds foundational blocks for long-term success.

Key 4: Dont hire yourself

The trap many hiring panels fall into is assuming that a great exchange between candidate and hiring panel translates to best role fit. To avoid this pitfall, the interview panel needs to understand their own individual and collective behavior, communication and decision-making style in advance. This awareness will enable the panel to adapt their communication and interviewing style to the candidates. It is natural to feel more comfortable with communication that mirrors ones own style. Conversely, its also the case that there could be an adverse response to communication styles that do not align.

Key 5: Be known as a champion organization; one that has candidates lining up to get in. Everyone wants to work for a winner. ?

Be Known as a Champion Organization

Understand and implement each of these 5 keys and you are more likely to hire effectively and retain top talent. People want to work for an organization that values talent, communicates effectively, and is known not only for its success in business but its inherent ability to know, understand and engage with employees to get the very best out of them/unlock their potential. Having a reputation as an organization that delivers their employees vision, in addition to delivering the vision of the business, will attract top talent.

Key 1: Alignment of vision and life direction; engaging head, heart, and talent.

Key 2: Uncover life and decision making patterns.

Key 3: Match behaviors as well as talents to the role; having the skills to do the job isnt enough.

Key 4: Dont hire yourself

Key 5: Be known as a champion organization; one that has candidates lining up to get in. Everyone wants to for a winner.

Theres no such thing as the perfect candidate. Look for candidates who canperform at the job with a bit of training and practice but have a communication and behavioral style thats best fit with your current team dynamics.

Remember: Great resumes can be bought. Behaviors cant be.

Leadership Decision-Making Through Intuition

As a leader you are faced with making difficult decisions every day. Often these decisions are complex with many factors to be considered. Hopefully, you will make many more right decisions than bad ones. Following your intuition is important. More often than not your gut feel is right. Nevertheless, it is also important to have the right decision making framework and not allow over analysis to get in the way.leadership development, leadership business, decision-making

Shelley Row, a strategic partner of DNA Behavior has written a great article on Leadership Decision Theory that addresses this point. Please refer to the 4 Styles of Decision-making, or contact Shelley at shelley@shelleyrow.com

The key to successfully using your intuition is firstly to know you have it and when it is working. You should not be afraid of it but also not be blind to its operation and such not be listening to it properly.? In my experience, the starting point to getting in touch with your intuition is to know who you are at the core and from there recognize your instinctive decision-making style. Then, with that self-knowledge having the capacity to manage your behavior particularly when your emotions are triggered.

Ultimately, it gets down to having trust in yourself. If you want to build more trust in yourself and have greater confidence in your decision-making start by learning your Natural DNA Behavior Style.

To learn more about discovering your decision-making style and how you are performing, please email us at inquiries@dnabehavior.com

What Makes a Great Boss?

The ability of a leader to engage their team is a hot topic these days. The pressure of getting results can often make it difficult to do. Further, typically, many of the people in leadership positions are naturally results oriented people in their behavioral style. You do not see as many leaders who are naturally relationship oriented.

So, the key is how do the results oriented leaders adapt and engage their team on a relationship basis?

What Makes a Great BossA key to this is that the leader firstly understands their own strengths and struggles, and then knows the same of their team members. The team members need to feel understood and be managed uniquely, which means the leader has to adapt. This is what provides the more customized work place experience. The team will then feel appreciated and connected with.

However, there are many more things leaders have to do to in terms of their approach to leadership beyond behavioral awareness. Although, a behaviorally aware leader will more naturally be able to manage his or her team respectfully and meaningfully.

The following article in Inc magazine provides a great list of 10 things bosses can do to engage their employees once they have behavioral awareness – Click Here to Read the article.

The ability of a leader to engage their team is a hot topic these days. The pressure of getting results can often make it difficult to do. Further, typically, many of the people in leadership positions are naturally results oriented people in their behavioral style. You do not see as many leaders who are naturally relationship oriented.

So, the key is how do the results oriented leaders adapt and engage their team on a relationship basis?

A key to this is that the leader firstly understands their own strengths and struggles, and then knows the same of their team members. The team members need to feel understood and be managed uniquely, which means the leader has to adapt. This is what provides the more customized work place experience. The team will then feel appreciated and connected with.

However, there are many more things leaders have to do to in terms of their approach to leadership beyond behavioral awareness. Although, a behaviorally aware leader will more naturally be able to manage his or her team respectfully and meaningfully.

The following article in Inc magazine provides a great list of 10 things bosses can do to engage their employees once they have behavioral awareness: http://www.inc.com/jeff-haden/10-things-extraordinary-bosses-do-for-their-employees.html#!

The ability of a leader to engage their team is a hot topic these days. The pressure of getting results can often make it difficult to do. Further, typically, many of the people in leadership positions are naturally results oriented people in their behavioral style. You do not see as many leaders who are naturally relationship oriented.

So, the key is how do the results oriented leaders adapt and engage their team on a relationship basis?

A key to this is that the leader firstly understands their own strengths and struggles, and then knows the same of their team members. The team members need to feel understood and be managed uniquely, which means the leader has to adapt. This is what provides the more customized work place experience. The team will then feel appreciated and connected with.

However, there are many more things leaders have to do to in terms of their approach to leadership beyond behavioral awareness. Although, a behaviorally aware leader will more naturally be able to manage his or her team respectfully and meaningfully.

The following article in Inc magazine provides a great list of 10 things bosses can do to engage their employees once they have behavioral awareness – Click here to read the article.

Developing Unrealized Potential in Your Staff

I remember attending a workshop for managers presented by Stephen Covey when he asked the question “At what level are your staff resources being utilized?” He directed people to raise their hands if it was 95%, 80% and so on. Sadly, of the 800 plus people in attendance, very few could claim any substantial use of these resources. Covey made his point. It emphasized to me that really no-one (statistically speaking) believes that they are exploiting (in the good sense) the talents and possible contributions of their people. The tragedy here is that this is a lose-lose situation. People long to be a part of something that is significant, and companies want highly performing teams that produce results. This combination is not so common. I left wondering if it were really possible to attain such a lofty goal.

My study of the humanities over the years has convinced me that it is possible, when we both understand and know how to truly incent human beings, and actually put it into practice. The principles are actually very simple, yet it’s hard to obtain. Why? It’s because truth is apparent, but it’s not intuitive. I liken the task to be somewhat similar to training a Golden Retriever. When training a dog, you have to use positive incentives and stimulus that reinforces good behavior. If you want him to sit by the door and use your back yard for his bathroom, it will not help to beat him with a rolled up newspaper until he gets it right. One has to be patient, use treats and encouragement, to convert the animal into man’s best friend. People are much the same-they do not respond to, or appreciate being shamed, guilted or punished to perform well. If we can see clearly how it works in the animal world, then why is it so hard to do with humans?

The fact is, there are some professional practices and techniques that really work. After we adopted Bailey, our Golden Retriever, I took him to an obedience class and learned from the experts how to turn this beast into one of the most obedient and pleasant household pets. I could not have done it on my own. What I was taught made sense, but actually putting the principles into practice was tough.

To truly develop the unrealized potential of our staff, we must, as managers, use the following incentives:

  • Make them think. We call them out through discovery-based probing, by asking questions of them rather than giving them answers. It’s just like a college test. If we know we have to pass the test to graduate, we will study the material. No test I’ve ever taken began by giving me the answers. Telling bosses must convert their knowledge base into curious questioning that makes the staff member think. Once the manager finds good thinking, he must give that person a reward. It’s called encouragement.
  • Create a career path. True delegation is a staff development system. We should delegate primarily to develop the unrealized potential in our staff, versus working to just get stuff off our plates. The best way to do this is to employ levels of freedom for tasks we want to transition, then use the questioning process above to cultivate good judgment in them, which will translate into good decisions through repetition. Using a professional roles and responsibilities process works like a charm.
  • Provide stretch assignments. Using the battery of wholesome human incentives, as in athletic training, we build muscle and competency at one level, then “push” them to go further. When I first started to run as a way to stay healthy, I never imagined I could actually complete a marathon. Twenty two races later, I’ve learned to love the 26.2 course, and find it somewhat normal. We can all do much more than we think we can. We need a good coach (professional manager) to believe in us and encourage us along the way. It’s a process of cultivation that involves patience, time, and hard work. Only, they (our staff) have to do the hard work-the thinking, making judgments and the actual performing.

As mentioned above, to grow in academic prowess, as students we are provided materials (classroom training and books), but when it comes to applying that knowledge, we face tests. To review: the “tests” we provide our staff are in managerial questioning in the delegation and stretch request process-it develops unrealized potential. To short circuit that process, frustrate both boss and employee, and with shame hide rather than raise our hand at the next Stephen Covey like management seminar, just be a telling boss. High performing teams are cultivated over time; it’s a process that involves professional management skills and techniques focused on known human incentives. Does it make sense? Yes. Is it easy? No.

Coaching questions: Where might you being employing the “newspaper” therapy with your staff? How might you better incent them to be happy, loyal, performing employees? Write your answers in your journal.

Read more coaching principles from Dean Harbry on the Internal Innovations website.

Using an Enterprise Behavioral Program to develop Operational Insights

People problems within multi-function corporate teams are often the result of a lack of Interpersonal Operational Insights based on behavioral assessments. business operations strategy, business dna, dna behavior, arete global consulting

While executives have a multitude of metrics and bench-marked data to run other aspects of their businesses, they generally lack the ability to measure and track behavioral aspects of their organizations that are clearly critical to success.

The implementation of an Enterprise Behavioral Program will allow organizations to internally enhance their hiring expertise, goal collaboration, executive coaching, leadership development, career management, interpersonal conflict resolution and develop customer and vendor insights to improve performance.

Learn how Arete Global Consulting is helping organizations succeed with behavioral assessments through their Enterprise Behavioral Program.

Management Principle: Innovation in the Workplace

Business leaders know and believe that innovation is the secret sauce for company growth. It inspires product development, facilitates strong employee satisfaction, drives efficiencies and provides a sound culture making it desirable for one to work and invest their time and talent. Yet, the greatest impediment to innovation is the organizational leader and the resulting culture. No-one would intentionally thwart other’s contributions, but most organizational leaders unknowingly extinguish the flames of creativity through amateur managerial practices.http://dnabehavior.com/images/stories/img_1.jpg

Imagine telling an artist what she must paint, and exactly how it should be done. What if, when putting paint on her brush, she’s directed on how to make each stroke and then corrected when she paints in a style or direction that’s unconventional? What’s the likelihood that the end product will be a true masterpiece of great value? Too many cooks in the kitchen. One may be able to sell such a picture in the marketplace, but it’s not likely it will ever make it to the Louvre. For an artist to truly innovate, she must be free to use her own imagination, while connecting the thoughts and images in her mind, and in her surroundings, to the brush that’s in her hand.

It’s true that effective leadership requires a level of control, but there are wholesome and unwholesome ways to govern-ones that inspire and promote individual contribution and creativity, and others that strike a deadly blow to the heart of innovation.? Consider the following principles to create a sanctuary for innovation in the workplace:

The first and most important principle is to stop doing other’s thinking for them. It’s impossible to cultivate innovation under the direction of a micromanager. Micromanagement is a corporate evil that robs others of originality and creativity, and ultimately truncates managerial leverage. From a human incentive standpoint, those who are denied the opportunity to use their own faculties to create and innovate will lose heart, bringing employee engagement to a grinding halt. People will retreat to vicious compliance–a condition where one turns off his or her own judgment and does exactly what the boss says, even though there are known negative consequences. The best source of good judgment in decision-making usually comes from those who are closest to the work. In contrast, professional managers lead with discovery-based questions rather than simply telling people what to do. They maintain control by assigning discreet levels of freedom.

Second, innovation has to be minded out of staff members which can only occur in a safe environment. Professional managerial leaders provide laboratories for their people to experiment and refine their thinking. They will look at mistakes as opportunities for learning rather than sins to avoid. New ideas must be treated with deliberate and intense curiosity rather than viewing them as anomalies to current conventions or norms. Yet, this way of “seeing” is very different than the ordinary, corporate way of life. Absent this foundational view, innovation is unlikely, leaving us to some form of process improvement that helps us to get better, but never allows us to be great.

Professional principles and techniques are rarely intuitive in nature, even though they make sense in the mind. Converting beliefs to actual behaviors is the hallmark of a true professional, yet few make this leap. Here’s how you can tell, at a quick glance, if your organization is poised for innovation.

Are your people happy, and do they love working at your firm?

Are new ideas welcomed and celebrated, even if they go against conventional norms?

Do you celebrate advances in innovations and truly incentivize people to take risks?

Is curiosity (the opposite of being judgmental) an operating, cultural value?

When things go wrong, do you work to solve problems or resort to finding culprits?

Coaching questions: How would you rate yourself at promoting innovation? What steps can you take to improve, maximizing human incentives, to foster needed creativity? Write your answers in your journal.

Read more coaching principles from Dean Harbry on the Internal Innovations website.