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How Not to be Named and Shamed in the #metoo Movement

This article first appeared on HR Management.

As leaders, we have a responsibility to understand the impact our behaviour has on the people we have the responsibility (and the privilege) of leading.

No longer is it acceptable to bully, manipulate, harass, individuals just to achieve our goals. No longer is it acceptable to take risks that compromise the business and alarm and unsettle staff. No more can position, authority or power be used to compromise a colleague.

Leaders need to have significant insight into their leadership style, their communication approach, their bias, and yes, we all have biases. Further, successful organizations invest in knowing its leaders and individual employees are attuned to these things.

Aggressive and controlling management styles are no longer acceptable. The greatest and most effective leaders know how to guide, mentor, and invest in their people, knowing that this sets individuals and teams up for success.

Leadership is complex; it takes character and self-awareness. It requires a level of vulnerability and re-thinking if leaders are to be effective. Allowing bottom-line results, aggressive deadlines and demanding stakeholders to style your approach to leadership is a recipe for disaster.

The leader who is behaviourally smart is the winner. When you understand the importance of getting below the surface of yourself and the people you lead and understand how best to invest into them, businesses flourish.

Inherent behaviour is fixed: Its who a person is; its the foundation. Its the raw material that informs how the world is viewed. It cant be learned. It drives talents and personality. It is fundamental hardwiring.

Personality is driven by behaviour: Its the mask worn; its a persons outward character. Its what we let others see on the surface. Personality is formed and revealed from circumstances, social pressure, education, social environment and family influences. Its the sum of the physical, mental, emotional and social characteristics of an individual and can change as circumstances dictate.

Having a revelation about the difference between inherent behaviour and personality not only educates, but, more importantly, it paves the way for leaders in business to understand what their role is in revealing behaviours which will remain constant over time. It gives insight and understanding into knowing when they are viewing the mask. Behaviour is the real person. Personality is the outward appearance an individual chooses to reveal.

Uncover this knowledge about yourself and you will quickly understand the importance of knowing it about the teams you lead.

The responsibility for effective team functioning and dynamics lies with you, the leader, and as such, demands a level of self-awareness that ensures your legacy will not be crossing boundaries and becoming named and shamed in the #metoo movement.

Using a highly-validated discovery process can deliver insight into both inherent and learned behaviour all of which is measurable.

It can reveal communication styles. This above all creates powerful leadership and team development. With this kind of insight, messages are appropriate and clear. Individuals understand what they are being asked to do and why. Great communication insight is especially crucial in times of pressure, when blunt exchanges can surface.

Examples of key communication insights that are powerful both for leadership and the team are shown in the quadrant graphic. There is powerful value in leadership learning how to connect with each style and stay connected and then use this knowledge and insight to build optimally functioning teams.

Learn what lurks beneath, and use it to your advantage.

Blog image

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

Presentation Skills Training Give a Great Boardroom Speech

Do Your Board Members Play Well With Others?

A board of directors is a body of elected or appointed members who jointly oversee the activities of a corporation or organization. Source: Wikipedia According to surveys commissioned by the UK Centre for Effective Dispute Resolution (CEDR), the most common topics of Boardroom disputes are:

  • 40.3% Financial, structural or procedural workings of the organization
  • 38.4% Personal behavior and attitudes of directors
  • 37.2% Strategy development, including mergers and acquisitions

The impact of Boardroom disputes on the business:

  • 49.3% Wasting management time
  • 44.9% Distracting from core business
  • 43.8% Reducing trust among board members

Frequency and difficulty of complicating factors:

  • 52.5% Issues over competing factors on the board
  • 49.6% Issues regarding the emotions of those involved in the dispute
  • 49.2% Conflict of personal or family interests versus interest of the company

Skills training those Board members most frequently want:

  • 74.8% Ability to deal with different personalities
  • 73.0% Ability to give and receive constructive feedback
  • 70.1% Ability to have difficult conversations
  • 69.5% Communication skills

From my personal experience – let me add a few more thoughts:

  • Do you know the individual talents of the Board members
  • Have you ever talked about the skill set they could bring to decision making

Are they a board member just because they have a marketable name – and they make your organization more appealing? If any of these thoughts sound an alarm – then reader – you are not acting Behaviorally Smart. A dysfunctional Board holds up decision making, causes headaches for the organization, and slows progress. It’s time to get in and sort them out. Remember, most Boards have subcommittees, so first find the root of the dysfunction. Consider this, board members are already successful in their own right, so they bring with them a significant array of useful talents. But they also bring ego, bias, and unchecked behaviors. So if board members are not in sync with one another and their focus is not on the role they have been asked to fulfill – agendas will be confused, decision-making will be more difficult, and the organization will suffer. Any decision-making body must be structured; not only regarding the way they conduct business but also from the standpoint that all members understand and respect each other’s opinion. This structure is not achievable if the board lacks understanding of the personalities, communication styles, attitude towards finances and biases in play. The decision-making process will be stunted or fall apart altogether. The most effective way to assemble a cohesive board of directors is to have everyone complete a behavioral assessment such as the DNA Behavior Natural Discovery process. This platform provides deep behavioral insights to predict business risks and bridge gaps in communication. It is a Behaviorally Smart approach to ensuring that the business of the Board is managed competently and wisely so that the organization can function well and deliver outstanding results. By discovering board member personality insights it is possible to predict the group dynamic, their challenges and of course any go to behavior under pressure that might cause operational risk and poor decision making. You will see below the surface of the individual, and this will significantly impact how they work together. Boards of directors are expected to perform, as in a fiduciary relationship, as an extended arm of shareholders in overseeing and controlling management activities in a manner that promotes shareholder interest. But when board members do not work well together, this type of environment stifles productivity and prevents board members from sharing constructive opinions. A meeting may become a venue for personal attacks rather than for focusing on coming to business decisions or providing constructive discussion. Five Keys to Boardroom Success

  1. Know the board members

a. Identify their talents and determine where they fit in overseeing the organization b. Discover their personality and communication style; this will radically impact the way in which the board is chaired, how discussions take place and more importantly, identify any potential behaviors that, under pressure, could gravely impact the business of the board.

2. Appoint a board member whose personality is that of a facilitator and is given the boardroom authority to manage the discussions

3. Appoint a highly creative, out of the box, thinker who may well be able to suggest solutions worthy of discussion that resolve a matter.

4. Conduct a specific talent discovery process and openly reveal the talent and experience in the room.

a. This shows the extent of the board room think tank b. This delivers respect as board members defer to the colleague with the greatest experience in a particular area c.This takes trust from management to a whole new level when they see the board members respect each other for the skills they bring to the table.

Dysfunctional boardroom behavior 5 steps to manage

5. Using the DNA Behavior Natural Discovery process, produce a boardroom team report that identifies the following:

a. Behavioral gaps needed to have a balanced viewpoint in the room

b. Strengths and limitations of the board members and how to use/manage them

i. What are the issues most likely to raise tensions?

ii. What are the bias and cultural challenges the group will face?

iii. What personality gaps persist?between key players such as the Chair and the CEO?

In conclusion: Jeffery A Sonnenfeld writing about good governance for the Harvard Business Review makes the following observation: For a board to truly fulfill its mission, it must monitor performance, advise the CEO, and provide connections with a broader world. ?It must become a robust team whose members know how to ferret out the truth, challenge one another, and even have a good fight now and then. https://hbr.org/what-makes-great-boards-great Only when you understand the personalities in the room can you determine whether the discussion is robust or chaotic.

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

Trump

Trump Family Vs. National Politics

In Part 1 of this series, we established that as a couple the President and the First Lady have undoubtedly understood how to modify their natural behavior and communication style to lead the family, work together and carry the heavy responsibility of the Presidency for the next 4 or more years.

But what of the wider family, some of whom will be actively involved in working with the President and First Lady and continuing to run the Trump Empire? What of their aspirations? How has becoming a member of the First Family of the United States altered their approach to family, life, and business?

In Part 2 we will consider the family dynamics in relation to their building a sound working relationship together. This family is unique in that it needs to have a very stable EQ. Much of what they do is not only covered by legislation, in other words, it’s Dad who is the president, not them! They are separated in terms of state and their family business. How they relate and interact with one another, remembering that every family has its own unique dynamics, will be dependent on each knowing how to manage their emotional intelligence.

This First Family will be no different to many others; they will share bonds, have a history and like most families will have tensions, disconnects, but always follow the same old adage blood is thicker than water. Like any group of people the core dynamics, that is, values, biases, culture, education, experiences, will all be part of the family dynamic.

First Family blog

Using their two strongest behavioral factors the following provides short insights into the individuals that form the Trump Family:

President Donald Trump (Influencer) He is spontaneous and moves/thinks at a fast pace. The President has a unique blend of confidence, initiative, and people skills. He will typically be able to see the larger vision and then use his superior communication skills to influence others towards accomplishing it. He will wholeheartedly invest time and effort into developing others and their personal performance towards goals, particularly strategies that he sees significant potential in.

First Lady Melania Trump (Facilitator) She is reserved and patient, much needed natural behaviors to be able to oversee the dynamics of this family and bring calmness to it. She will combine the ability to guide the family with feelings yet with the determination to reach goals and accomplish tasks. Melania’s blend of behavioral strengths makes her well suited for situations where setting the agenda and recognizing the needs of other people are required. Further, consistency, reliability, and persistence are important. She will flourish in an environment where there is plenty of stability, group decision-making is needed, and where she is recognized for the contribution, she will undoubtedly make.

Ivanka Trump (Reflective Thinker), is structured and plans well, she is analytical, thorough, and philosophical in her search for meaning, truth, and purpose in all she does. Ivanka is particularly adept at drawing incisive conclusions from data and research. Her accuracy and precision are valuable in any group setting, and she will bring objectivity to decision-making processes. Typically, she will prefer to follow guidelines in completing tasks and will expect co-operation to be given.

Donald Trump Jr (Influencer), like his father, he is spontaneous however, he takes measured risks. He has a unique blend of confidence, initiative, and people skills. Furthermore, his father will first see the larger vision, and then use his superior communication skills to influence others towards accomplishing it. Donald Jr. will instead wholeheartedly invest time and effort into developing others and their personal performance towards goals, particularly strategies that he sees significant potential in.

Eric Trump (Adapter), is somewhat unique in that she, like all adapters, has the unusual ability to be able to adapt to the needs of their environment, and displaying whatever behaviors are necessary for success. Eric is very versatile and will generally partner and team well with others. He can generally perform well many tasks relating to achieving his goals and managing his performance and operate most effectively when he has very clearly defined expectations and boundaries.

Tiffany Ariana Trump (Engager) She will enjoy meeting new people, new situations, and new environments and will be a promoter. Tiffany will use her people skills to build relationships and interact with an ever-widening circle of contacts. She enjoys using their verbal skills and will be very outgoing. Tiffany will approach situations enthusiastically, especially when she is passionate about the outcomes, and enjoy new opportunities, and starting (rather than finishing) new projects and goals.

A Summary of the Family’s Behavioral Strengths and Struggles. Knowing these will have definitely helped the family to be successful in business, and to manage the huge transition to being the First Family.

As Family unit regardless of whether they are building the business or representing the Nation, their approach to finances is stable. They don’t squander money or make unwise business decisions that could bring the empire down. This approach is likely to be the approach the President takes as he oversees the US$.

First Family blog

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

Clients Want Behaviorally Smart Advisors

Why should an advisor become behaviorally smart?

  1. Prospects and clients are looking for it.
  2. 93.6% of financial planning is the behavioral management of the client.

Recent research reveals:

  1. Pre-retirees say an advisor whom I trust and who really gets me would have the most positive impact on their financial outlook.
  2. Nearly half of the men and women surveyed do not feel they have enough financial knowledge to feel confident about making investment decisions.

You need to get your clients and you need to educate them in a way that makes most sense to their own unique financial personality.

The need to objectively uncover natural instinctive behavior is crucial in the financial planning process because this is how clients:

  • More comfortably make decisions
  • Operate under stress
  • Create a framework for life and financial perspectives

Understanding people before numbers is more important than ever.? Your client relationships depend on behavioral awareness.? Its a trend that never really went out of style.



Peggy Mengel ? Vice President, Human Behavior Solutions Advisor at DNA Behavior

Specializing in financial services, Peggy uses behavioral intelligence to help businesses navigate human differences to unlock performance potential. DNA Behavior helps grow behaviorally smart businesses and financial advisors worldwide to increase competitive advantage using the most reliable behavioral discovery and performance development systems on cutting-edge technology platforms.

Visit the Financial DNA website to learn more about building client engagement in the financial planning process.

Why should an advisor become behaviorally smart?

1. Prospects and clients are looking for it.

2. 93.6% of financial planning is the behavioral management of the client.

Recent research http://www.fa-mag.com/news/a-trusted-advisor-leads-to-positive-financial-outlook–survey-finds-15957.html?section=131 reveals:

1. Pre-retirees say an advisor whom I trust and who really gets me would have the most positive impact on their financial outlook.

2. Nearly half of the men and women surveyed do not feel they have enough financial knowledge to feel confident about making investment decisions.

You need to get your clients and you need to educate them in a way that makes most sense to their own unique financial personality.

The need to objectively uncover natural instinctive behavior is crucial in the financial planning process because this is how clients:

? More comfortably make decisions

? Operate under stress

? Create a framework for life and financial perspectives

Understanding people before numbers is more important than ever. Your client relationships depend on behavioral awareness. Its a trend that never really went out of style.

Where is the Real Value of the Advice Advisors are Giving?

Building a relationship is the basic requirement that enables a trusted exchange of information to take place. Such a trusted relationship becomes even more critical when the information to be shared touches sensitive or personal areas of the lives we lead. Personal finance is historically one of the top no go areas for dinner table conversation. Although, there are people who will always tell you snippets of what they want you to know.? And yet how often do clients openly share details of their financial position with financial advisers just because they are financial advisers?

Real Value of AdviceVery often the client will share the financial basics because that is easy but not the deeper life issues. In reality these life issues are driving the real financial concerns and questions they have. It is these deeper issues that need to be discovered ? the information is hard for advisors to discover and hard for clients to tell you about.

Here are a few thoughts of what advisors really need to know and what clients need to feel safe in talking about:

  1. What do you know about the clients bucket list -? the things they want to do before being too old to do them?
  2. What do you know about past mistakes the client has made because of poor financial decisions?
  3. What do you know about the clients family financial history?
  4. What do you know about the clients decision making style; do you know to what degree its driven by instinctive behavior,? emotions, knowledge, peer pressure or something else?

Risk profiling that is singularly directed towards investments wont answer these important questions. However, a behaviorally smart adviser who seeks to holistically understand the clients complete financial personality would be far ahead of the traditional advisor or investment manager. Advisers should position themselves to be selected by clients who want them to recognize and navigate their different behavioral styles and emotions. If advisers really want to build relationships and therefore their business they need to realize that independent research shows 93.6% of their role is managing client behaviors.

Tony Vidler in his article Why Sales Skills Matter More Than Ever comments on the findings of the July 2013 report titled Econometric Models on the Value of Advice of a Financial Advisor, by Claude Montmarquette and Nathalie Viennot-Briot:

...clearly there is a fundamental requirement for the professional to have strong technical competency
in order to be able to use sales skills effectively and ethically ? the adviser has to know why a particular
course of action is sensible before attempting to convince clients to take it! But apparently, the real
value advisers create comes from getting clients to change directions or habits. That requires the
strongest skills imaginable.

The face of financial advice is changing. The financial industry is asking questions about where the next opportunities are; how are advisers going to generate business, etc.. All valid concerns and all easily answered; financial advisers need to become more behaviorally smart, they need to be open to different right brained approaches if they want the best possible outcome for clients.

Now is a watershed moment in the world of financial advice. With the advent of tighter regulatory requirements, competition and the ever changing economic landscape,? the real response to these environments is to focus on knowing who your clients are and building strong, effective and long lasting relationships with them.? They in turn will become ambassadors by placing value on and talking about the client centered approach you have to providing them with advice.



Carol Pocklington is a Human Behavior Solutions Analyst at DNA Behavior, assisting with the research and development of behavioral products. DNA Behavior helps grow behaviorally smart businesses and financial advisors worldwide to increase competitive advantage using the most reliable behavioral discovery and performance development systems on cutting-edge technology platforms. Solutions are delivered in the areas of client experience management, financial personality management and human capital management.

Visit the Financial DNA website to learn more about building the relationship with your clients in the financial planning process.

Behaviorally Smart Advisors Engage Clients for Life

How engaging are your client experiences?

Your answer might depend on how you define the word engaging.

Customer engagement is the repeated and satisfying interactions that strengthen the emotional connection your client has with your firm.

client engagement, behavioral financeYou might be thinking that every financial plan you create has an emotional connection. After all, you are dealing with emotional issues such as retirement, selling a firm, financing college educations, and even death of a spouse.

And the emotional connection needs to starts at the very first meeting. A quick question to ask yourself is, Do your personalities match or clash?

Its the answer to the does he or she really get me? question that goes on in the mind of the client.

Lets look at 4 different styles of clients and how they may determine the answer to that question.

  1. Goal Setting: Did the advisor quickly move towards identifying my goals?
  2. Lifestyle: Was the advisor fun and optimistic? Did the advisor let me do most of the talking?
  3. Information: Did the advisor answer all of my questions thoroughly and give me time to think?
  4. Stability: Did the advisor seem truly concerned and interested in my family? ?Was the pace of the meeting relaxed?

When you consider that 93.6% of the financial planning process is behavioral management of the client, you might pause to consider,? how much of the client do you really want to manage?? If they are opposite you in personality, you will be managing a lot!

Make a conscious and strategic decision to uncover the complete personality of the client in your onboarding process.? You will find that it becomes a key success factor in creating truly engaging client experiences.



Peggy Mengel – Vice President, Human Behavior Solutions Advisor at DNA Behavior

Specializing in financial services, Peggy uses behavioral intelligence to help businesses navigate human differences to unlock performance potential. DNA Behavior helps grow behaviorally smart businesses and financial advisors worldwide to increase competitive advantage using the most reliable behavioral discovery and performance development systems on cutting-edge technology platforms.

Visit the Financial DNA website to learn more about building client engagement in the financial planning process.