Merry Christmas!


It's a romantic full moon, when Pedro said, "Hey, mamacita, let's do Weeweechu."

Oh no, not now, let's look at the moon!" said Rosita.

Oh, c'mon baby, let's you and I do Weeweechu. I love you and it's the perfect time," Pedro begged.

"But I wanna just hold your hand and watch the moon." replied Rosita.

Please, corazoncito, just once, do Weeweechu with me."

Rosita looked at Pedro and said, "OK, one time, we'll do Weeweechu."

Pedro grabbed his guitar and they both sang.....

"Weeweechu a Merry Christmas, Weeweechu a Merry Christmas, Weeweechu a Merry Christmas, and a Happy New Year."

MERRY CHRISTMAS!!!!!

Strategic Concept for the week of December 19th Keyword:Christmas

Here is a lighthearted look at how different behavioral styles respond to Christmas courtesy of my business associate Ira Wolf with Success Performance Solutions.

Twas the Week Before Christmas - A D-I-S-C Tale   

Twas the week before Christmas and all through the stores, everyone is scurrying and rushing toward the doors.

The sales staff is exhausted, the shoppers are spent, The businesses are hoping, they'll make enough to pay the rent.

But regardless of the holiday, one thing is for sure, to predict how a person approaches shopping, DISC will endure.

Over the next few days, millions of people will purchase goods and services-on-line, by phone, or in person using one of four DISC behavioral styles.. There is no magic or hocus-pocus to identifying these styles. All you need to do is observe and listen. Here are a few examples of DISC shopping styles in action:


High D
The high D behavioral style says "Only 1 day? What's the big deal? There's plenty of time left." D types love the challenge. Ironically, the remarkable emotion of D behavioral style is a short fuse - traffic jams, long lines, crowded stores and D types don't mix. Internet shopping is tailor made for these direct, results-focused individuals.

Gift cards and certificates are near perfect because they are much more efficient and they believe you can't go wrong with cash or its equivalent. Then again, the D behavioral style might cajole his administrative assistant to make the shopping list, check it twice, and be Santa's little helper.

It shouldn't surprise anyone that high D behavioral types are the ones doing last minute shopping on Christmas Eve. And if anything needs to be assembled, Ds pay someone to do the handiwork. High D behavioral types give gifts that identify with increased productivity.

High I
The high I behavioral type loves the holiday season, and the shopping, parties, and crowds that go with it. Shopping is an event, a day out at the mall with friends and families - the more the merrier. The I behavioral type plans a shopping trip with the attention normally given to planning a wedding. Shopping begins early and centers on meals.

After all, how can you possibly shop without a big breakfast, numerous breaks for snack and lunch, lunch, wrapping up the day with a sit-down dinner? By the end of the day, the high I behavioral type has had a great time regardless of the success of paring down the gift list.

The High I person is optimistic. There's always time for shopping! The high I behavioral type is highly influenced by those gifts with the most attractive wrappings, even if what's inside is not always practical. You can be sure he/she's an I if you hear, "I just couldn't resist buying it. It had my name all over it. I hope you like it too."

High S
The high "S" behavioral style favors handcrafted gifts and homemade food. Christmas shopping begins and ends early. This steady, methodical shopper makes lists, clip coupons, and maps out a shopping itinerary before leaving the house.

Although Black Friday marks the start of the shopping season for most consumers, December 26th is the right time to get a head start on next year's shopping list. The S behavioral style kicks into high shopping gear right after Labor Day and with few exceptions, gifts are bought, wrapped, and shipped before Thanksgiving.

December isn't a time for shopping but for making cookies and preparing Christmas dinner. On Dec. 16, the high S behavioral style thinks, "Only nine days until after-Christmas sales begin."

High C
The high "C" behavioral personalities work to avoid big crowds and don't understand how anyone can leave shopping to the last minute. In many ways, the C and S behavioral styles share shopping preferences. But the gifts they choose differentiate these behavioral styles. S personalities give gifts with a personal touch; Cs seek quality.

The more practical C behavioral type purchase gifts that will last, and makes certain their gifts have the best warranties. During September and October, they do research to find the best-made, highest quality and most reasonably priced gift. These logical analytical types prefer to give gifts with a proven track record and can't understand why anyone would waste money on this year's fad.

If any of these types seem familiar, that is because they are. DISC is the universal language and dates back to....well as far back as Christmas itself.

Strategic Concept of the Week for December 5, 2011 Keyword:Vision

"The real voyage of discovery consists not in seeking new landscapes, but in having new eyes." Marcel Proust

This is a quote about perspective. Sometimes if we just slightly shift our perspective we can gain new insight into something we thought we knew well. Then, magically, the thing we are looking at seems to change before our eyes. Really though what is changing is us.

Eric


Strategic Concepts Quote of the Week for November 21st, 2011 Keyword:Thanksgiving

I wanted to take a moment and wish you the best of times with your friends and family this Thanksgiving. Despite all of the challenges that we face we still have much to be thankful for.

You may be aware that Strategic Concepts uses the DISC behavioral style model as part of our management team assessment and performance management model, Human Capital Acuity.

Here is a lighthearted look at how different behavioral styles respond to the Thanksgiving holiday courtesy of my business associate Ira Wolf with Success Performance Solutions.
Happy Thanksgiving,

~Eric Langley


Strategic Concepts



D-I-S-C and Thanksgiving There are basically four different ways people prepare for and celebrate the Thanksgiving holiday. They fit what is commonly called the DISC behavioral style model. DISC is an acronym standing for Direct, Influencing (or Interacting), Steady, and Compliant (or Conscientious) - it shows how people respond to problems, people, pace and procedures. DISC is a universal, observable language of behavior. Even if you never have heard of DISC before, you will probably recognize a few relatives, friends or acquaintances who exhibit these classic behavioral styles, representing D-I-S-C. D Style To High D behavioral types, Thanksgiving dinner is an event. The guest list is figured out on the fly, most likely on the back of a napkin or on whatever writing surface is handy. Seating often resembles a strategic planning event. In fact, Thanksgiving dinner is the perfect venue to discuss a few business deals that just can't get done during working hours. High D behavioral types shop for groceries without a list. The fact of the matter is they don't have any idea what they'll serve for dinner - they'll know a good deal when they see it. If the long lines at checkout are too long, they may decide to make reservations at a local restaurant or country club or even order take out. Where ever and whenever they eat, they chose the place, meal and time. To high D's recipes are only guides. They add and substitute ingredients at will and use gravy and sauces to cover up the "mistakes". Microwaveable foods are a staple. If D-types actually do any cooking, the kitchen may be a mess but they know exactly where everything is. They will be in control. If your host is D behavioral style, don't be surprised to get a call on your mobile while on your way to stop for ice. When the D is ready to eat, he/she tells his guests where to sit. During dinner, expect a blow-by-blow description of each course. You'll hear how much time, money or effort it took to prepare. Recipes are described as "best", "special", "can't be beat", and "great deals." I Style High I behavioral types don't prepare dinner, they plan a party. They insist on only one rule - NO business talk! Grocery shopping is an experience - they go to the store at the busiest time so they can socialize and meet people. I-behavioral types may spend more time in the party store picking up holiday table cloths, napkins, dishes and decoration more than they do in the grocery store. They carry dozens of coupons, torn (not cut) from newspapers and magazines, stuffed in no particular order into an envelope or purse. I-behavioral types know where everything is in the store, whether you ask them to tell you or not. The guest list includes family, friends, neighbors and anyone who might otherwise have to eat dinner alone. The list resembles the yellow pages. I-types can't remember everyone they invited so they set extra places just in case extra people drop by. What time is dinner? Just drop-in. A menu? You've got to be kidding. The menu is potluck and the I-type just asks everyone to bring something along. I's use recipes but never measure ingredients and substitute freely. They may even experiment with a new recipe. Foods are selected for color, texture, and whatever looks good in their favorite bowls and dishes. They describe each course by how much fun it was to make it or a history on who gave them the recipe. Seating? Sit wherever you'd like. When it comes time to clean-up, guests will be scooted out the door - you'll hear, "I love to clean up." As soon as the last guest leaves, the I-behavioral type host plops down on the couch and "wishes" the dirty dishes away. "They will still be there tomorrow", the I-type thinks aloud, and puts off today what can be done tomorrow - still wishing for the "dish fairy" to come along while he/she is sleeping! S Style High S behavioral types prepare dinner for the entire family. In fact, they will prepare enough food to feed a neighborhood. You never know a guest may lot like a particular food or course, so the S prepares back-ups. "Family" for an "S" may include neighbors or anyone who doesn't have family to share the holiday with. "How terrible to spend the holiday alone" they think. They begin planning dinner weeks ahead by preparing a list. Next, they begin to clip coupons, even ones they don't need, just in case they meet someone at the store who doesn't have the right one. This list takes weeks to prepare. Finally the cooking begins. S-behavioral types begin making the feel-good foods first, desserts and appetizers, weeks ahead of time. Personalized invitations are prepared for guests, a few S-types preferring the hand-written invitation, taking the time to personalize each note. Every course is prepared from scratch using his/her favorite recipes, including special foods for the kids and anyone on a special diet. Often times the recipes are family traditions, handed down through the generations. They rarely use the microwave except for warming things up. Guests are seated in groups by family and friends. During dinner the S-behavioral type offers to share his/her recipes with everyone and likely have copies already prepared for distribution. There is always extra food for guests to take home in doggy-bags. The doggy bags may even have each guest's name on them including a label with what's inside and the date. C Style High C behavioral types prepare dinner for just the immediate family or may even prefer to eat alone. Dinner is more like a tradition or ritual than a celebration. Guests receive a formal invitation and an RSVP is required. C-types shop with coupons which are organized by aisles. They have a budget and click off items on a calculator as they work their way up and down the aisles. C-types have a practice run of each course throughout the preceding week. Recipes are followed exactly as written using measuring cups, utensils and timers. C-behavioral types would never think of substituting an ingredient, not even one brand for another. Guests have assigned seats and name cards are typed at each setting. (The cards are saved after each meal and re-used at future family events.) Rarely do C-types have any food left over - that would mean they made a mistake. If food is left over, they store it by meals in compartmentalized containers, just like the old "TV dinner". If asked about a recipe, C's describe each course in excruciating detail including the cost of the ingredients, the best place to purchase them, the best time to shop. The recipes are available upon request, which are stored in alphabetical order on computer printouts in the filing cabinet. After dinner, C's refuse every one's offer to clean up - they have an unchangeable routine and a special place for everything. If by chance you get to peek inside their cabinets, don't be surprised to see the canned goods alphabetized and sized. If the C-Behavioral type does allow you to help, expect explicit instructions how to wash, dry, and put things away...and criticism when you don't do it exactly the "right" way. No one can clean up or put away the dishes as good as the high C behavioral type- so they think!. A most important take-away from understanding behavioral types is that no one style is right or wrong. Likewise there is not one right way or one wrong way to prepare Thanksgiving dinner. There is, however, a right way to celebrate Thanksgiving - be thankful for the opportunity to share Thanksgiving with friends and relatives, be thankful for the food you enjoy, be thankful for whomever prepares your meal, and be thankful we can laugh at our behavior!

Strategic Concepts Quote of the Week for October 24th, 2011 Keyword:Bad Wine

I collect bad wines - Ric Elias (Delta Flight 1549 survivor)

Ric learned some things about life the day he boarded Delta Flight 1549. The flight ended by crashing in the Hudson River. He tells his story on the TED network. I encourage you to view the video here.

~Eric



Strategic Concepts Quote of the Week for October 10th, 2011 Keyword:Potential

Leadership is helping someone else reach their full potential. In doing so you realize your own.
Eric Langley

Self-Actualization is the pursuit of meaning and self-improvement. It sounds very philosophical but it means finding purpose and enjoyment in your work and performing to your full potential. People that work for a purpose are more likely to excel than someone that works for a job. Companies that inspire their employees to stretch and grow achieve more. It is hard to stop someone on a mission.

Strategic Concepts Quote of the Week for October 3rd, 2011 Keyword:Greatness

“There are countless ways of attaining greatness, but any road to reaching one's maximum potential must be built on a bedrock of respect for the individual, a commitment to excellence, and a rejection of mediocrity.”
Buck Rodgers (Former American Baseball Player and Manager) b. 1938

I found this quote while researching ideas on defining a company's (though it can and should be done personally as well) Values, Purpose (Mission) and Vision.

The quote is appropriate for me since I went to see the movie "Moneyball" last night. "Moneyball" is an excellent movie about achieving greatness even when everyone else thinks you are wrong. It is about having the courage of your convictions and living your life according to your values.

The premise of "Moneyball" is that you should look at talent objectively vs subjectively. The movie starts with grizzled old baseball scouts talking about choosing their next players and describing them in terms like, "sweet swing, pretty face, coming along and ugly girl friend". All very subjective, non-quantifiable terms.

Billy Beane, the General Manager of the Oakland Athletics, has heard this all before. He decided to go in a new direction, only looking at a players performance, such as getting on base, in relation to achieving the teams objectives, scoring runs. The old scouts were afraid that their jobs were in jeopardy. They were.

The same methods used in "Moneyball" are available in the business world; psychometric assessments and structured behavioral interviews. These tools combined with Key Accountabilities (very specific role objectives) and Job Benchmarks (job fit) allow managers to objectively choose the best person for the job. The result is higher performance, easier manageability and the metrics to prove it.

~Eric

Strategic Concepts Quote of the Week for September 27th, 2011 Keyword:Change

A competitive world offers two possibilities. You can lose. Or, if you want to win, you can change.
Nancy Lopez

I attended the Toastmasters International District 14 (Georgia) Fall Conference this past week-end. What an amazing experience.

I have been a member of Toastmasters since April 2011 and actively attending meetings since August. Attending the District Conference really opened my eyes to the "big picture" of Toastmasters. The organization is about much more than just public speaking. It is about leadership and empowering people to be the best they can be.

The leadership really lives and sacrifices to achieve the organization Vision statement:
"Toastmasters International empowers people to achieve their full potential and realize their dreams. Through our member clubs, people throughout the world can improve their communication and leadership skills, and find the courage to change."

I saw the vision in action over and over again at the conference. I spoke with Josh DeMuth who gave an incredible speech, sharing his personal victory of overcoming stuttering through his Toastmasters experience. He said he was highly motivated to give a good speech so that the evaluators would be able to do their job. Leadership in action.

I listened to a Keynote speaker Jana Barnhill give a stirring address after the recent passing of her father. "He would have wanted me to be here," she told the audience.
Leadership in action.

If you want to change and improve your life consider attending a Toastmasters meeting. I attend North Metro Toastmasters #3592 in Kennesaw GA but there are clubs all over the world. Visit www.toastmasters.org to find a club near you and start your personal change story.

~Eric








Strategic Concepts Quote of the Week for August 1st, 2011 Keyword:Will

This weeks quote:
“The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather in a lack of will.”
Vince Lombardi

The will to win. I recently watched the movie "Secretariat" for the second time. I am often struck by what I do not see the first time I watch a movie. The scene where Penny Tweedy talks to Secretariat before the Belmont, after he has already won the Kentucky Derby and the Preakness, is great. She realizes that she has already won. She was so focused, with such a great will, that she really did not understand how successful she already was until that moment.

The results are in from last weeks ad hoc poll:

Response Breakdown:

  • 34.5%People make the difference
  • 31.0%Work/life balance
  • 24.1%A job worth doing is a job worth doing right
  • 10.3%Bottom line, results oriented


Strategic Concepts Quote of the Week for July 25th, 2011 Poll

This weeks quote is actually several quotes or "statements" setup as a poll.

Vote for the statement that appeals to you the most. You will see the poll results (from other executives) instantly after you vote.


Various people choose differently. Your choice reveals a lot about you.

If you need to communicate or motivate someone that makes a different choice than you then you may need to adapt your communications with them.

Why?

Because they may not receive what you say, or will hear it completely differently than what you meant. Look at the different statements. They say a lot about how a person responds to workplace situations. Some look for results, some the team, others want balance and some need to do it right.

To maximize your effectiveness you need to get through a persons natural filter, how they see the world. Not only do you need to know and understand them, you need to know and understand how they see you.

There is usually a big difference between the two.

~Eric

Strategic Concepts Quote of the Week for July 18th, 2011 Keyword: Adapt

“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.”
George Bernard Shaw

I started searching for this weeks quote based on my perception that you and I always need to adapt. Really? Always? Is there not a time when we have to hold our ground and be steadfast?

In writing a novel one of the decisions that the author needs to make about the main character is this; does he/she remain steadfast or change?

If the character is steadfast then the entire story revolves around situations and circumstances that assail his/her position, trying to get him/her to "cave in" and change. However, to successfully finish the story and "win", the character must remain steadfast.

There are lots of stories about remaining steadfast and succeeding. In the fictional movie "Burlesque" Cher remains steadfast until the last moment and she is rewarded with success. Dirk Pitt in the Clive Cussler novels is always a steadfast character, holding fast and saving the day. In business many start-up founders have pitched to dozens of funding sources before getting the green light.

On the flip side if the character is a "change" character then all of the events seem to point that he or she should remain the same. Yet to "win" he/she must change.

There are also many stories about individuals and companies adapting and succeeding. Apple is one of the best examples. They were losing market share for years against Microsoft. It would have been easy to write them off as irrelevant. But they adapted with the release of the iPod. A beautifully simple music player. That lead to the iPhone and now the game changing iPad. Microsoft could be the irrelevant company is a just a few years.

So here is the dilemma. Remain steadfast or adapt? Too much adapting and you run the risk of never gaining any traction. Too much steadfastness and you can become like the buggy whip company with 100% market share, just that right now the market for buggy whips is very small.

In my humble opinion here are two statements that may help you choose. If you have a vision for the future that does not exist in the world (market) today you will need to remain steadfast and make the world change. If you are simply aligning yourself with the world (market) then you will need to adapt as it changes around you (possibly by following one of your competitors that was steadfast).

Change yourself or change the world. That is your choice. Either way can lead to success and only you can choose which road you will take. That is your destiny.

~Eric

Strategic Concepts Quote of the Week for June 20th, 2011 Keyword: Decision

“Unless your heart, your soul, and your whole being are behind every decision you make, the words from your mouth will be empty, and each action will be meaningless. Truth and confidence are the roots of happiness.”
Anonymous

This is a high personal standard. Can you and I live up to it? Why would we make a half-hearted decision when we know the outcome will be failure. I don't know the answer to that question but I do know that we all do it. Let's decide not to do that anymore.

Recently I sailed (yes, on a sailboat not a cruise ship and that is why last weeks quote is missing) from Bermuda to New England. That was a major decision and required my complete and undivided attention. It went to my very heart, soul and being to make it happen safely and successfully. You can read the passage notes here

Now I can imagine every decision that I make taking on the same importance. Maybe not all at once but on a cumulative basis many small decisions, that are completely committed to, can become a major influence on your life and your business.

~Eric

Strategic Concepts Quote of the Week for June 6th, 2011 Keyword: Enjoy

“We're so busy watching out for what's just ahead of us that we don't take time to enjoy where we are.”

Bill Watterson in Calvin & Hobbes

Strategic Concepts Quote of the Week for May 30th, 2011 Keyword: Time

“Time is more valuable than money. You can get more money, but you cannot get more time.”

Jim Rohn

Strategic Concepts Quote of the Week for May 23rd, 2011 Keyword: Sacrifice

“Today, we need a nation of Minutemen, who are not only prepared to take arms, but citizens who regard the preservation of freedom as the basic purpose of their daily lives, and who are willing to consciously work and sacrifice for that freedom”

John Fitzgerald Kennedy

In honor of those who have sacrificed

Strategic Concepts Quote of the Week for May 16th, 2011 Keyword: Value

"People can't live with change if there's not a changeless core inside them. The key to the ability to change is a changeless sense of who you are, what you are about and what you value."
Stephen R. Covey

Now more than ever the ability to change is critical to business success. People are motivated to take the actions necessary to change by what they value. Often when you find an unmotivated person they are doing something that is in conflict with their core values. They are easy to spot as they will be in the "ain't it awful" club and what is worse, they will recruit others into this club as well.

In business this is why it is critical to the success of the entire organization that management knows the core values of every team member and accounts for them in their management. Knowing what motivates a person to be willing to change can mean the difference between a fully engaged, productive team member to someone that is difficult to work with, provides poor customer service and drags other team members down with them.

Values are hidden. Unlike emotions people don't wear them on their sleeve. A simple online assessment can help you determine your team members values. Having this knowledge you can adjust your management practices to appeal to what is most important to them with the result of more workplace engagement (and productivity) and less stress on the entire team.

Eric Langley, Sr.

Strategic Concepts Quote of the Week for May 9th, 2011

“However beautiful the strategy, you should occasionally look at the results.”
Winston Churchill

Financial performance, either good or bad, is a measurable result of the clarity of a business leaders vision, the execution of the strategy and the effectiveness of the organization (people, processes and technology). Financial numbers reflect how well vision, strategy and organization are aligned toward an objective. Some questions we can all ask ourselves:

  1. Where do I want my business to go?
  2. In what direction is my business currently going?
  3. Is my current strategy profitable?
  4. Am I operating as efficiently and effectively as possible?
  5. Do I have the right people and systems in place?
  6. What do I need to change - 
    1. clearer or different vision, 
    2. different strategy, or 
    3. organization (people, processes and technology)?
For instance, Alfred is in the buggy whip business. Demand for buggy whips is down. In looking at the three things Alfred can change, vision, strategy and organization, Alfred decides that since the business has been selling buggy whips profitably for 120 years he has no intention of changing the company vision. He wants to continue being the best buggy whip manufacturer in the world. 

Alfred determines that their strategy is needs to be modified so he decides to buy other buggy whip companies to increase his economies of scale. He feels the organization of the business does not really need to change much, he'll simply close the other buggy whip factories after buying them and sell the customers his whips instead. 

We can all see the problem here with this old but still valid story. Alfred is changing the wrong component. His narrow vision is no longer valid because the marketplace is shrinking, and his business along with it. By buying other buggy whip companies he is only delaying the inevitable failure of the business.

In this true buggy whip business story the actual stakeholders choose a different path. They changed their vision. They realized that there organization had strengths that could be realigned to a new vision and strategy. They decided to sell fishing line and took advantage of the increasing recreational sportsman marketplace. 

Changing their vision meant they needed to change their strategy as well, but not by much. They were used to selling their buggy whips through dealers, now those dealers would be retail stores. And, as noted, they were already taking advantage of their existing organizational strengths, just redirecting them.

Changing a company vision is a drastic but necessary step, especially if the company vision is narrow. Broadening the company vision (up to a point) allows lower level components such strategy or the organization to be changed in the future without affecting the overall vision. 

Strategic Concepts Quote of the Week for May 2nd, 2011

“Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and to take a distanced view of close things.”
William Blake

William Blake (1757-1827) was an English poet, painter and print maker. He has quite an extensive Wikipedia page.

Quote of the Week - April 25th 2011

“Without trust, words become the hollow sound of a wooden gong. With trust, words become life itself.”

Anonymous

Quote of the Week - April 18th 2011

“Future shock [is] the shattering stress and disorientation that we induce in individuals by subjecting them to too much change in too short a time.”

Alvin Toffler

He also said, "Society needs people who take care of the elderly and who know how to be compassionate and honest. Society needs people who work in hospitals. Society needs all kinds of skills that are not just cognitive; they're emotional, they're affectional. You can't run the society on data and computers alone."

Alvin Toffler, author of Future Shock and The Third Wave, was named by Accenture as a top 10 thinker and writer on management topics.

Quote of the Week - April 11th 2011

“Nobody can go back and start a new beginning, but anyone can start today and make a new ending.”
                                                                                                                               Maria Robinson

Leadership Development: Communications and Motivation; Understanding Behavioral Styles and Values in the Workplace

Strategic Concepts Leadership Development: Communications and Motivation; Understanding Behavioral Styles and Values in the Workplace, an intensive full one-day workshop, will provide you with astounding insight into yourself and others. 
You will learn how to
  • See yourself as others see you
  • See others as they see themselves
  • Read people to adapt and communicate better
  • Improve the productivity of yourself and others
  • Build real world leadership effectiveness
  • Leverage the “hidden motivators” in yourself and others
How you and others respond to problems, people, pace and procedures is revealed by your behavioral style. Built on the proven DISC model this interactive workshop will provide you with a thorough understanding of human behavioral styles. Through an included behavioral style assessment you will gain in-depth insight of your own behavioral style and preferences. You will also learn to recognize the behavioral style of others and adapt your communications for maximum impact. 

Why you and others act as you do are based on your values. Values can be thought of as the “hidden motivators’ because they are not easily observed. Through an included values and attitudes assessmentyou will gain in-depth insight of your own values and attitudes and will learn how they drive your life, actions and decisions. You will also learn how to recognize the driving force in others lives.

Why our course?
Unlike some volume workshops this is a limited participant setting with highly interactive course material. You'll leave energized with the knowledge gained. We're so confident that you will be benefit from the workshop we offer a full money back guarantee. 
  • Results driven, bottom line benefits
  • A people environment fostering communication and collaboration
  • Easy to follow along, step-by-step method
  • Proven model backed by validated research and decades of use
Registration fee includes:
  • Validated Free Parking
  • Continental breakfast, lunch, drinks and snacks
  • Detailed Behavioral Style and Values online assessments with reports
  • Workshop and online debrief of assessment reports
  • Course manual, worksheets and take-aways
  • Certificate of Completion

Behavioral Styles in the Workplace

Everyone has a behavioral style. We see behavioral styles as the outward expression of someones inward personality attributes. There are four major behavioral styles, Dominant, Influential, Steady, and Compliant. This is known as the DISC model of behavioral styles. 

Typically most people have one dominant style and then another, or possibly two, secondary styles. In a workplace environment everyone has their "game face" on. That is, they adapt their behavioral style (normally without thinking about it) to fit their workplace situation. 

A persons natural behavioral style is heightened when they are under pressure, people notice the change if there is a significant difference between their adapted and natural behavioral style. For instance, if there is a tight deadline for a project and the parameters suddenly change people with certain behavioral styles can have difficulty with this change. That difficulty can manifest itself as stubbornness or the inability to adjust to the changes. 

Under normal circumstances the person wouldn't be seen as stubborn. That's because you normally see their adapted style, under pressure you see their natural style, which can have a stubborn streak. Many conflicts in the workplace can be attributed to co-workers with differing behavioral styles, even without stress or excessive pressure. 

Someone with a Dominate style is very forceful and is quick to make a decision, even if doing so means that some details fall through the cracks. If this person works on a team with someone with a Compliant behavioral style there can be conflicts, as this person needs to do the job correctly, even if it means missing the deadline. 

An example of this type of ongoing conflict situation would be a software development team leader and a programmer where the team leader is a high “D” style and the programmer is a high “C” style. There are many benefits to knowing your own behavioral style and those of your co-workers, including improved productivity and reduced conflicts. By knowing your own behavioral style you can be aware of your limitations and see yourself as co-workers see you. 

The same goes for knowing a co-workers behavioral style, you can be aware of their limitations and see them as they see themselves. This knowledge then allows you to make adjustments to suit combinations of differing behavioral styles and the pressure of the situation. So how do you determine your own and your co-workers behavioral styles? 

Easy, there are online assessments that provide a report detailing your behavioral style. Most people that take the assessments (around 90%) indicate that the reports are very accurate. When used as part of an overall team improvement training program the assessments provide a host of proven benefits including; improved productivity, reduced workplace conflict, improved communications and employee moral, reduced absenteeism, lower healthcare costs and more. You can take a free personal assessment here.

Values as Hidden Motivators

A person's performance and the reason for their behaviors can be directly related to their Values. When combined with DISC based behavioral styles knowledge, the picture of the individual is complete - both HOW he or she will behave and WHY - the values and motivational drivers behind his or her actions.

Values help to initiate one's behavior, and are sometimes called the hidden motivators because they are not always readily observed. Knowing motivating factors and attitudes allows people to understand the driving forces behind their decisions.

For example, if you were to develop a bonus program, would you know what "perks" would actually motivate a person? If you're giving money to a person with a low economic, high aesthetic value, it would be a mistake.

You might better motivate him or her with the prospect of a newly designed office. Which would be most motivational: a cash bonus, a trip to a technological convention, a pass to a major classical art exhibition, to be given an assistant, or to be freed of the tasks of managing others? If you know what is most valued, you know how to motivate.

Consciously or unconsciously, every decision or course of action we take is based on our beliefs, ethics and values. Values direct our actions and offer stimuli for behavior. Every great achievement was the result of someone seeing the value of the results. Values provide the initiative for the diligent pursuit of a goal or vision.

Attitudes and values are a lens through which we see the world. If we are participating in a discussion, activity, or career that is in line with our attitudes, we will value the experience. Conversely, if we are in a conversation, activity or career that is against our dominant attitudes, we will be indifferent or even negative toward the experience, most likely causing stress. If our values are not being lived at work or home, then our lives feel empty and we eventually search for that fulfillment elsewhere.

Six-factor Value Model: Theoretical, Utilitarian, Aesthetic, Social, Individualistic and Traditional.

Everyone has some of each of these values to a varying degree; Strong, Situational, or Indifferent. Each of the values consists of actions and initiatives you might expect to see exhibited from the person based on the value:
  • Theoretical
The chief aim in life is to use cognitive ability to understand, order and systematize knowledge for the sake of knowledge itself, the discovery of truth.
  • Utilitarian/Economic
Every investment in time, money or resources must always have a greater return. Practical interest in money and what is useful. Time and resources are meted out with an eye to future economic gain.
  • Aesthetic
Interest in form and harmony. Life is a series of episodic events, each enjoyed for its own sake. Has a heightened sense of beauty and inner vision (not necessarily talented in creative artistry).
  • Social
Invest resources into helping others to realize their full potential. Inherent love of people. Seeks to eliminate hate and conflict. Other persons are ends in themselves (not means). Altruistic, kind, empathetic, and generous, even to their own detriment.
  • Individualistic/Political
Power, highest position, not necessarily politics (most leaders). Others may be seen only through their own eyes and used as simply the means to an end.
  • Traditional/Regulatory
Unity, order and highest meaning of life. The need to be regulated or the need for structure from an outside source. Seeks to comprehend the cosmos as a whole and to relate themselves to a global totality. Dislikes change and chaos. May also exhibit inflexibility with regard to their convictions.


Values interact with one another.

Studies show that two or three values will be dominant and impel action. The very lack of importance of particular values can be significant in itself, since it shows the relative priority of the dominant motivations.

Values can and do change over a period of time.

Some values eclipse others as needs and wants are satisfied. Values are also affected by interactions with family, friends, teachers, religious issues, geographic location, the media, leaders, and so on.

The Kings Speech: When High D's Collide

As you may know the movie The Kings Speech won three academy awards; Best Picture, Colin Firth for Best Actor and David Seidler for Best Original Screenplay. The story of the screenplay and how it came to be is very interesting. You can read several articles here: http://www.firth.com/king.html Hopefully you have seen the movie. It will make reading this article more understandable.

This article revolves around the behavioral styles and values of the two main characters, Lionel Logue and Mr. Johnson/The Duke of York/Bertie/King George VI, as well as some of the other characters, and how they are exhibited in the movie.

For those that would like a brief primer of the four factor behavioral style model please click here: http://en.wikipedia.org/wiki/DISC_assessment For a primer on values click here: http://strategic-concepts.blogspot.com/2011/03/values-as-hidden-motivators.html

Princess Elizabeth first meets with Lionel Logue in his outer office where Elizabeth laments, “My husband has seen everyone to no avail. He’s given up hope.” To which Lionel quickly replies, “He hasn’t seen me.”
Ahh, the supreme confidence that Lionel shows us in some of his very first lines. Lionel is a “High D” in the vernacular of the DISC behavioral styles model, meaning that he has a high Dominant behavioral style component. High dominance can show itself in many ways, such as this statement of high self-confidence. Indeed, as Elizabeth’s next line is, “You’re awfully sure of yourself.”

Elizabeth and Lionel’s dialog continues and Lionel tells Elizabeth to have her husband come to the office to which she rebuts, “You must come to us.” Lionel stands firm and lightly says, “Sorry, Mrs J, my game, my turf, my rules.” Lionel is in complete control, which is another High D behavioral attribute.
Further on Elizabeth discusses her referral to Lionel but was warned that he is unorthodox and controversial, which concerned her. Lionel simply states, “I succeed.” Even when Elizabeth lets on that she is actually Princess Elizabeth and her husband the Duke of York Lionel states, “...for my method to work there must be trust and total equality in the safety of my consultation room. No exceptions.” How many doctors would have relented and gone to see the Duke of York forsaking their method? Elizabeth relents and asks when can they start.

So now we have the firmly established “High D” Lionel Logue and His Royal Highness The Duke of York in Lionel’s office where The Duke of York eventually asks, “Aren’t you go to start treating me Dr. Logue.” They spar over what they will call each other with Lionel preferring to call him Bertie and himself Lionel stating, “Perfect. In here, it’s better if we’re equals.”

When Bertie starts to light a cigarette Lionel tells him, “Don’t do that.” Bertie is of course stunned. How many people talk like that to a Royal? Lionel even says, “My ‘castle’, my rules.” We’re equals, end of discussion shall we move on?

Lionel starts by asking Bertie his earliest memory. Bertie wants none of that. He doesn’t want to talk about personal matters. When Lionel asks, “Why’re you here then?” Bertie explodes, “Because I bloody well stammer!” without stammering. “Temper”, Lionel says.

So yes, Bertie has a temper and gets angry. The emotion of a High D behavioral style is anger. So both Lionel and Bertie are High D behavioral styles. This will be very interesting. One of them has to win. In the ongoing conversation Bertie yells at Lionel to stop calling him Bertie. Lionel won’t call him anything else. Bertie retorts, “Then we shan’t speak!”

Lionel proposes a bet with Bertie, a competition using his recording contraption. With a High D person this is sure to get them going, they can’t stand to lose and will rise to the challenge. Think of talking to a strong-willed three year old, “I bet you can’t pick up ALL those toys in less than five minutes.” “You wanna bet!” will be the reply. Furious, Bertie accepts the bet, even though Lionel has to stake him. Eventually Bertie is completely fed up and leaves in a huff without hearing himself speak.

Later, after more failure speaking, Bertie listens to the recording at home. He hears himself speak without stammering. He goes back to Lionel who says, “Got the shilling you owe me?” “No I don’t!” an angry Bertie retorts. Lionel is still using Bertie’s High D behavioral style against him.

There relationship continues like this throughout the movie until eventually Bertie trusts Lionel. He no longer feels that he is in danger of being taken advantage of, another classic Dominant style attribute.
There’s another significant relationship in the movie other than between Bertie and Lionel. It’s between Bertie and David. This one, however, does not revolve around behavioral styles, even though they are quite different, it revolves around values.

David is a philanderer and doesn’t care what anyone thinks about it or what it does to his life or the lives of those around him or, ultimately, even his country. He is only interested in Love and it’s beauty. He is a high Aesthetic. Bertie, on the other hand, has a very high Traditional value system which means that he lives within a set of rules and a system and wants others to do so as well, even if it is not comfortable for him or them.

These values collide when David will not give up his divorced mistress even though he is king. He plans to marry her and stunningly abdicates the throne, turning it over to Bertie. Bertie’s motivation to be king is not based on the more common High Individualistic value. He’s not doing it for power. He’s doing it to save a Traditional value system.

For Lionel’s part he certainly isn’t in it for the money, even though he is making money off of Bertie. Lionel’s hidden motivational value system is High Social, he simply loves helping people.

Once you have a good foundation of knowledge about behavioral styles and values you’ll interpret movies and tv shows like this. Even better, you’ll learn to read the styles and values of those you work with, allowing you to get a lot more accomplished with a lot less stress, well sometimes less stress...

Leveraging Behavioral Style and Values Assessments

Many companies will say that their most valuable asset is their people. Even in today's highly digitized and anonymized (yes, I just made that word up) economy people are still what make businesses tick.

Can you accurately predict how a new hire will behave after you hire them? Yes, you can. We can show you how.

Through the use of our job benchmarking process and candidate behavioral style and values assessments you can do a better job of hiring the right person for the job. Then, once they are on the job, you'll have better knowledge to motivate and retain them.