Organizational Development

lead-generation-practices

Who’s In Charge? Leading Corporate Culture

It’s the behavior of the leaders that shapes the culture of an organization. Do you agree?

As leaders, we make a conscious decision to lead well. But how successful are we if we don’t understand the impact of our own behavior on the culture of the organization. As leaders, we are always under the microscope of our employees; they mimic our behavior, adopt our values, and quote us. As for our customers, if what they see are inappropriate values that may determine whether or not to do business with. How can we ensure we are giving out the right message and that how we’re represented to our customers is good for the organization? Our behavior, and how it’s mirrored by others, impacts our organization’s bottom line. So it’s up to us whether our personal impact is positive or negative.

Just this week I have seen examples of both positive and negative behavior which highlights the need for leadership to understand that setting a cultural standard can showcase the business well.

It’s interesting that the two most emotionally charged environments for customers are flying and finances and yet much needs to be done to improve the cultures of these two industries regarding the behaviors they demonstrate when serving their customers.

Having just completed a 14-hour flight and needing to change currency in a bank I feel able to make some comment on the service I personally received.

Leg one of my flight had me more involved in watching the personal conversations/gossiping going on between the cabin crew when I was trying to get their attention for some water. To the crew, passengers seemed to be a distraction, at best, and a nuisance, at worst, to their conversation. It would not be difficult to determine that this level of poor customer service comes from the top.

The second leg of my flight was entirely different, the passengers were king, and the staff was attentive. They were gracious and professional, able to accommodate different conversations amongst all age groups and cultures. Clearly, standards set by leadership.

Next came the bank, long queues, no explanations, shortage of staff, and teller didn’t even look at me. Interestingly, I saw other tellers behaving in the same way. Again, this kind of behavior is mirrored from leadership. Sadly, I’ve experienced this the world over.

However, the second bank welcomed me at the door, and based on my need, directed me to a teller. I was greeted with a smile and made to feel that my $500 money exchange was the largest financial transaction the bank would undertake that day. Clearly, an example of leadership that teaches appreciation for each and every customer interaction.

When leaders set the vision and cultural direction through the lens of the customer, and they examine why people behave the way they do, they can then set vision and culture that responds to the needs of the customer.

It isn’t enough to know that people are nervous about flying or that they are concerned about having enough money for their journey. Airline staff and Financial organizations need to understand not only how to build a trusting relationship with their customers, but also to examine themselves to understand how they will react to the anxious passenger or fearful investor.

Great leaders know the importance of understanding their own leadership personality. By using a validated profiling system such as the DNA Behavior Natural Discovery Process, they can see in great depth their inherent behavior. This insight is foundational to self-awareness from which setting values and culture stem. Successful leaders set a vibrant culture that engages and energizes employees. They clearly define what culture means to them and walks it out both personally and professionally.

A culture audit will quickly identify how set values are being interpreted. For example, lack of resources can trigger behavior that directly impacts culture. Lack of training is a further trigger. But if culture criteria and standards are not set and known throughout the business it cannot be audited.

Michael Hiltzik, writing for the LA Times, makes this observation: The airline and banking industries may seem to be about as different as chalk and cheese, but Airlines and Wells Fargo have been shown to share a common bond: toxic corporate cultures that can be blamed on the men at the top, their chief executives.

Investopedia suggests the following meaning of corporate culture: Corporate culture refers to the beliefs and behaviors that determine how a company’s employees and management interact and handle business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.

Prof. James L. Heskett wrote in his book The Culture Cycle, effective culture can account for 20-30% of the differential in corporate performance when compared with culturally unremarkable competitors.

Culture is learned behavior, but its growth comes from a place of self-knowledge. If leadership and individuals know their own personality, they can quickly identify how well they can adapt to cultural standards.

So, what’s the lesson to be learned? Culture is set at the top of the organization. Leaders need to uncover their values as an important first step to establishing the culture of their organizations. This approach, using DNA Natural Discovery helps define the framework within which culture is set, decision making styles are formulated and goals achieved. It becomes especially important when leadership has different, even conflicting values. Admittedly defining your values is often hard to do, but when done truthfully and openly upfront at the leadership level, culture becomes much easier to set, communicate and carry out.

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior.

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Bad Attitudes Are Contagious

Workplace attitudes influence every person in the organization, from team colleagues to the leadership. Attitudes can control the workplace environment by impacting morale, productivity, and team effectiveness. Understanding and recognizing the behaviors that are at the root of poor attitudes is essential to the ongoing success and security of the business.

It only takes one person with an unchecked bad attitude to bring down an organization. The power of such an individual to cause destruction will stem from a variety of places: fear, anger, dissatisfaction, jealousy, or bad attitude. Whatever the trigger, the danger, if this behavior is left unchecked, can become a weapon of mass destruction to the business.

What part do you play in ensuring inappropriate behavior is challenged? If you hear or are part of an exchange that begins with.. “just between you and me,” or “I know you won’t tell anyone..”, it’s clear a confidence is about to be broken. So, what is your reaction?

Low-level gossipy stuff is every bit as important to identify and stamp out as is a wolf in sheep’s clothing. That one who presents as committed, loyal and trustworthy, but, under pressure, this surface learned behavior can turn lethal.

A person who intentionally sets about leaking classified information (for example), and not always for monetary gain, but simply because they have been passed over for promotion, or they have some ideological position that they think legitimizes them to leak information. These are the people that CEOs are crying out to identify to limit the damage.

A recent article in BuzzFeed News reports: Reality Leigh Winner, a 25-year-old Air Force veteran, was arrested on Saturday after the Department of Justice alleged that she printed out a classified document on her work computer and mailed it to The Intercept. Winner served in the Air Force for six years, where she worked as a linguist specializing in Arabic and Farsi. She had recently worked for a government contractor in Augusta, Georgia, where the NSA also has a facility.

Only time will tell as to her motivations, but the question to ask is this – could managers and supervisors have read any signs to alert them to a rogue in their midst? The answer is yes.

The 2016 Global Fraud Study by the Association of Certified Fraud Examiners (ACFE) estimated that the typical organization loses 5% of revenues in each year because of fraud. The total loss caused by the cases in their study exceeded $6.3 billion, with an average loss per case of $2.7 million.

These statistics expose the need for robust and validated analytics to be the foundation for identifying/managing behaviors that can become a potential threat to business.

DNA Behavior‘s founder and CEO Hugh Massie has always advocated the importance of putting people before numbers. He believes that investing in understanding people, and getting below the surface of what is seen, to discover inherent behavior will, in the end, safeguard the numbers, while protecting the business.

Monitoring employees through the collection of Big Data can provide insights into social networking, relationships and even reveal normal behavior turning malevolent, but falls short. Readily available psychometric assessment tools bridge the gap. The Business DNA Natural Discovery Process identifies, who, when placed under pressure, is most likely to cause disruption to the business. Further, they reveal the environmental catalysts that provoke such behavior.

In the current theater of world politics, opinions are heightened. 80% of future lone wolves are known to take politics personally and claim that they have been wronged enough that action would be justified.

But creating rogue behavior does not necessarily require a change in government or some other significant change – the threat within can be a team member who cannot cope with pressure or are dissatisfied with the environment in which they work. It’s that simple. This kind of behavior can be revealed and managed.

The solution is the deployment of a validated personality discovery process, providing insights into hidden, hard-wired traits and a reliable prediction of where security or compliance risks exist. Based on external research, employees with the following measurable behavioral traits are more likely to engage in rogue behavior when emotionally triggered:

  1. Innovative – bright mind, which turns into curious and devious thinking
  2. Ambitious – desire for success, leading to cutting corners
  3. Secretive – working under cover and not revealing key information

Protecting your information against predators. 2

When every member of a team knows, understands and is comfortable with each others behavior, it not only builds trust, but such effective teams give companies a significant competitive advantage. High-functioning teams would identify and weed out malevolent behavior instantly. They are alert to any sign of inappropriate behavior and challenge it.

Becoming a behaviorally smart organization is as simple as using a highly validated behavioral discovery process. Armed with the depth of insight such a discovery provides, management can dynamically match employees with specific environmental conditions to determine their potential response. They can also discern the degree to which such responses could create damaging behavior and negative actions towards the business.

Lastly, management can apply these insights towards talent re-allocation, employee evaluation, team development and improved hiring processes.

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior

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Donald Trump – Making Behavioral Insights Great Again

Part 1 of 3 – How well he knows himself!

Well, the Trumpster beat the odds and has jumped over everyone to win the Presidency. How did he do it? The answer is deeply rooted in Donald Trump’s behavioral insights – his natural, hard-wired Influencer DNA Behavioral Style. These personality insights identify the primary drivers of his good (and bad) leadership decisions, financial dealings and general approach to life.

I’m not running for office. I don’t have to be politically correct. I don’t have to be a nice person. Like I watch some of these weak-kneed politicians, it’s disgusting. I don’t have to be that way.
- Donald Trump

Donald Trump’s Influencer behavioral style has made him successful, but if not managed, could be his downfall. Overall he (is):

Donald Trump Influencer Insights
  • Driven by power and success
  • Very spontaneous and instinctive
  • Extremely creative and an out-of-the-box thinker
  • A take-charge, decisive and a fast-paced decision-maker
  • Works with people to get the results he wants
  • Could be unsympathetic to others needs
  • A strong communicator but lacks filters
  • Very confrontational and prepared to play tough
  • Into achieving economic and political goals. He could risk a lot and be too optimistic
  • Into trying new ways. Sometimes they win, and other times they fail.
  • Has a transactional mindset and could be too impatient when a program does not work out quickly

Donald Trump’s behavioral insights reflect that he is supremely cognizant of these behavioral abilities and uses each to further his personal agenda.

It is clear Trump knows his personality; he knows success is his lifetime goal. Anyone who has even limited behavioral awareness should have known that the election trail was all about the salesman’ getting the sale (the White House). But from here on we’ll see the negotiator because that’s how he knows he will get results. Trump will be a hard-nosed negotiator; whether putting together a White House team or negotiating trade deals on the world stage, he will be reluctant to give in on even the smallest points.

The old idiom my way or the highway will probably be the new White House mantra.
Trump won’t be fearful of taking risks, he will play the odds, some you win and some you lose, but as long as he is always moving forward to the goals and objectives he has set – he’ll feel he is on track.

As a decision maker, Donald Trump will not be readily swayed by sentiment or humanitarian impulses. This will be advantageous when it comes to balancing competing interests or bargaining with adversaries. He is likely to be a bold and ruthlessly aggressive decision maker showing little concern for the emotions of others.
That said – he knows how to keep people on board; he knows how to set others up for success in order to achieve his goals. The result is, a Trump that is equipped to be a strategic player in situations where achieving results is a priority and concentrate on matter-of-fact, practical issues.

Listening to those around him talking about his loyalty, great to work for, cares about me and my family, further demonstrates his ability to manage his personality. Confident, goal-setting people, such as Trump, excel by blending their strong drive to reach key goals with sound knowledge, high-quality processes and quality control standards.

With his outgoing and innovative nature, there is no doubt Trump is the Populist’s choice. Ultimately, he won from his preparedness in the rural areas where Hillary did not go. He won what should have been Democrat territory

Trump v Clinton – The Comparison

98/66 Trump makes fast decisions; sometimes getting it wrong but always moving forward. Clinton hesitates, wanting more information, with a propensity to procrastinate.
73/96 Trump breaks down boundaries and doesn’t wait to anticipate outcomes. Clinton is only interested in knowing the outcome of decisions she might make.
99/54 Trump is all about setting the bar as high as possible in achieving goals. Clinton tends towards keeping things as they are.
62/95 Trump changes direction mid-stream if a better plan is formulated to bring success. Clinton sticks to agreed and established direction and agendas to achieve goals even if they may not work out.
92/66 Trump is open to new ideas if it achieves his goals. Clinton is more stuck in the status quo.
90/66 Trump is not into details, he just wants results and will say what he wants to say even if possibly wrong; decides instinctively. Clinton needs details, analysis, and research in order to make decisions.
90/79 Trump is clear and forthright in expressing and communicating. Clinton is less so, which might cause confusion in mixed messaging.
96/79 Trump is not fazed by conflict. Clinton is less comfortable with conflict.
84/90 Trump is motivated by his own personal interest or advantage, especially without regard for others. Clinton, even more so.
90/92 Neither are empathetic towards issues others face.

To give Mr. President Elect the final word – “No dream is too big, no challenge is too great. America will no longer settle for anything less than the best.”

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior.

What Contingent Liabilities are Your Employees Causing

What Contingent Liabilities are Your Employees Causing?

Rogue behavior costing $36 billion in legal bills since the financial crisis should give every Board member and Executive sleepless nights. Then add the cost to hire significant compliance and security management and staff to curb rogue behavior, and some serious questions need to be asked!

  1. What part does pressure to chase profitability encourage a greater level of risk to be taken?
  2. How much risk is the business willing to take? And at what level does risk become reckless?
  3. Is the level of inter-staff competitiveness so great that irresponsible risk is encouraged?
  4. How vigilant are those in leadership to the impact of pressure on employees?

Working in an environment pressurized to succeed at all costs, tends to be the norm, especially in the Financial Sector. Just look at Wells Fargo. Whilst taking risk is a legitimate part of building a successful business and keeping ahead of the competition, when pressure and risk collide it can quickly become a weapon in the wrong hands. Unable to balance risk under pressure to achieve results, the line becomes blurred between acceptable business practices and legal or moral improprieties.

Even more alarming, is when Boards and senior executives fail to acknowledge the environments that promote rogue behavior simply to increase profits. It could be argued that they are as culpable as the rogue employee. Daniel Kahneman, in his book Thinking Fast and Slow, says “we can be blind to the obvious, and we are also blind to our blindness.”

Prosecutions and regulatory enforcement stemming from noncompliance related to employee behavior such as corruption, bribery, rogue trading and insider trading are on the rise around the world. In fiscal 2015, the SEC filed nearly 7% more cases over the prior year, meting out $4.2 billion in sanctions.

People are hired for their talent but little attention is paid to their inherent personality. So when an individual is placed under significant pressure or pushed to take excessive risks, their behavior can turn rogue. The good news? When pressure and risk collide can now be predicted.

Using behavioral insights, management can dynamically match employees with specific environmental conditions to determine their potential response to risk and pressure. They can also discern the degree to which such responses could create rogue behavior and negative actions towards the business.

It is no longer enough to simply look at emails, computer keystrokes, outside influences, sick records etc. – the old hat of international espionage and anti-terrorist tools. What should be clearly understood is that the rogue employee is a human being, that when placed under significant pressure to achieve, will take risks.

The question to Boards and Executives is – do you know your employees?

What corporate entities have in their corner is direct and immediate access to their own personnel from top to bottom and every department – including even outside partners and vendors. So the solution is the deployment of a validated personality discovery process, providing hidden insights and a reliable prediction of where security or compliance risks exist.
Based on external research, employees with the following measurable behavioral traits are more likely to engage in rogue behavior when emotionally triggered

  1. An inventive mind, full of ground-breaking ideas turns their thoughts to curious and devious thinking when, as an example; many of their ideas are rejected.
  2. A go-getting, determined person, driven to success at any cost; begins to cut corners, as a toxic competitive streak takes over.
  3. A reticent, uncommunicative, taciturn minded person normally just seen as the quiet one’ begins to hold onto key information that others need, simply because they have taken offense over something trivial.
Which Employee is Your Molotov Cocktail2

DNA Behavior International’s validated system gets below the surface to reveal behaviors that, if not managed, can lead to ruinous behavior.
The Unique DNA Behavior Approach is able to Score, Filter, and Prioritize Employee Personality Insights.

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Which Employee is Your Molotov Cocktail

Which Employee is Your Molotov Cocktail?

Potentially 5% of your workforce includes employees that are a high-security risk. The cost of all types of fraud is a staggering 5% of turnover, per the 2014 Global Fraud Study by the Association of Certified Fraud Examiners (ACFE.) So, what’s the cost of rogue employee behavior to your business? Simply identifying the personality type most likely to cross the line and the triggers that push them there could save you big dollars and your reputation. Or better yet, how do you help an employee to align their strengths to a given role and avoid rogue behavior altogether?

While larger businesses are investing more in cyber security and other monitoring programs, virtually nothing is being put towards identifying and monitoring costly employee behavior risks. The problem is that many of these insider threats are already in your business and the situation is gaining momentum without anyone being the wiser. The Global State of Information Security Survey 2015 recommends that 23% of the annual spend on business security should be directed to behavioral profiling and monitoring of employees.

Research shows that the following problems are caused by human behavior:

  • Combinations of human behavioral factor outliers and external environmental factors (e.g. financial difficulty) trigger emotions causing negative behavior toward the company.
  • Combinations of employees with too similar or too different styles working in a high-risk environment cause internal control issues.

Which Employee is Your Molotov Cocktail

The solution is the deployment of a validated personality discovery process, providing insights to hidden, hard-wired traits and a reliable prediction of where security or compliance risks exist. Based on external research, employees with the following measurable behavioral traits are more likely to engage in rogue behavior when emotionally triggered:

  1. Innovative – bright mind, which turns into curious and devious thinking
  2. Ambitious – desire for success, leading to cutting corners
  3. Secretive – working under cover and not revealing key information

The reality is that any person with a weak or temporarily broken character in the wrong team or facing external pressure can make flawed decisions and therefore, become the source of costly negative behavior. The employee behavior review using personality assessment methodologies should be uniformly applied to every employee in the business from the top down to distill the “hot spot” areas. The high performing leaders down through the sales and operations teams to the disgruntled bookkeeper are not exempt – New hires, or old guard, every last one. You only have to look at the recent headlines regarding Wells Fargo, Volkswagen, and JP Morgan. I am regularly seeing it in the financial services industry and the privately held businesses with whom we partner.

Which Employee is Your Molotov Cocktail2

Using behavioral insights, management can dynamically match employees with specific environmental conditions to determine their potential response. They can also discern the degree to which such responses could create rogue behavior and negative actions towards the business. Lastly, management can apply these insights towards talent re-allocation, employee evaluation, team development and improved hiring processes.

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Dysfunctional Boardroom Behavior – 5 Steps to Manage

A dysfunctional board of directors can cause multiple challenges for any organization.
Industry leaders, celebrities, and subject experts often make up Boards. Many of these individuals are not accustomed to having their opinions challenged. So while they may add credibility, there’re not always a mutual fit.

Dysfunction arises when:

  • Individual behaviors, cognitive biases, decision-making styles and communication styles are not in sync.
  • Decisions are inconsistent or simply not made.
  • Board members have conflicting agendas.
  • There is lack of leadership from the Chair, no mutual respect and lack of trust.
  • Individuals react inappropriately under pressure.
  • Boardroom bullies are not managed or members just sit back and watch.

A 2009 Gallup Research paper revealed a 70% productivity gain when groups of people working together understood and were able to close the behavior performance gap. This study holds true today.

Every board plays an integral role in the success of the organization. When Board members are dysfunctional and not engaged, the flow on to the organization can be significant.

5 Steps to managing boardroom behavior.

  1. Commit to being behaviorally smart in the boardroom.
  2. Use a validated natural discovery process to assess key personality traits.
  3. Use the outcomes to build a balanced relationship between all players.
  4. Appoint a highly skilled facilitator to work with individual directors to understand communication and behavioral styles.
  5. Commit to building a culture of understanding, acceptance, and respect.

Understanding different personalities can lead to better decision-making. Directors cannot fulfill their responsibilities in a boardroom where a few dysfunctional members are allowed to control the meeting or obstruct board decision-making.