Mary Miscisin on Blog Talk Radio 7/20, 7pm EDT

July 17th, 2009

I’m sharing this wonderful news by ultimate True Colors guru Mary Miscisin. Check it out!  Come back Monday or Tuesday and comment, if you like.

Ever listened to “Blog Talk” radio? Well here’s your chance!

On Monday, July 20 at 7PM Eastern
(that’s 5PM Pacific/ 6PM Central time)
I am being interviewed by Bonnie D. Graham, the host of
“Up Close and Personal” along with my co-authors’s
Heather K. Jones and Dr. Ed Redard about our newly released book
“What’s Your Diet Type?”

http://tinyurl.com/mqfmz2If you haven’t heard of “What’s Your Diet Type?”
it’s a great book about following your personality
to the weight you love. Tuning in to the show on Monday
is a fun way to find out what the book is about AND
get your questions answered – PERSONALLY.  That’s right,
you can call in and ask your weight loss questions live!

http://tinyurl.com/mqfmz2

Even if you are not near a computer and can’t tune in,
you can still give us a call and participate. 
The call-in number for the show is: (646) 478-0719.

Hope you will join us!

 

 

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Employees from Hell: Two Sure-Fire Ways to Deal With Them

June 30th, 2009

In your mind, employees “from hell” can be poisoning your world and putting your business at risk. If it turns out they are not evil, dim-witted, or insane, then you may have a great shot at dealing with them.

ANSWER #1. You might be the problem. Let’s face it, you might not be judging them fairly. I remember an employee I’ll call Bob, for example.

Bob was a negative guy. Nobody around him followed the rules well enough and he complained constantly. He sent e-mails about rule infractions to the highest levels in the company, added a few voice mails, and sang the same song in public meetings.

For me, Bob was a pain – rigid, judgmental, bossy, uptight, and just plain mean. I got a stomach ache whenever he came around.

Now Bob had a Gold personality style. Golds care about rules, stability, responsibility, and doing the right thing. One day it dawned on me that Bob’s motives might be pure and, to him, correct in every way.

He did not mean to hurt people or poison the atmosphere. In fact, he just wanted to work in a place where he could trust and depend on others. To Bob, breaking rules was a form of lying, destroying trust, and making him nervous about loyalty. He demanded high standards for himself and projected that onto his coworkers.

So what’s the ah-hah moment here? Don’t judge right away. Look to the positive motivations behind a person’s frustrating behavior. Look for what’s strong and good about the person underneath. Wouldn’t you want others to do the same for you?

ANSWER #2. Identify the “problem” and coach the employee. Yeah, looking for the “good” in everybody is fine but you’re probably thinking I’m living in Lah-Lah Land, right? Come on now – Bob is still a pain, and those “coworkers” avoided him like the plague.

And that’s correct. People think he’s a jerk. So what do you?

You have business reasons to confront the employee. People don’t feel good around Bob. They don’t go near him. Some jobs might not be getting done. Some people are not communicating well. That’s hurting business.

Invite the employee in for a private meeting. Tell him what the meeting is about. Show respect by acknowledging what the employee cares about. When the person is Gold, especially acknowledge him for his responsibility and hard work.

Talk next about your own responsibilities to the company and to all the employees. You need harmony, good communication, high energy and – most of all – high production. Tell the employee these goals are in trouble.

Ask for the employee’s help. Bob, for example, is not wrong about the rule infractions he is witnessing. Tell him what’s wrong is that the employees see him as a cop instead of a coworker and that gets in the way of teamwork. Ask Bob’s help to curb his public complaints and, instead, make them private. For more serious problems – theft for example – go to the company officer who can do something about it. Again, if you’re dealing with a Gold person, you have an employee who respects the company chain of command.

Appeal to the employee’s strengths. Returning to Bob, ask him to be responsible for himself most of all, to focus on what he can control himself, and to concern himself with other people’s business when it’s very, very important. Finally, Bob surely wants to be part of a functioning team, so encourage him to lighten up, stop obsessing on past actions, and position himself as the responsible and respected leader that he probably aspires to be.

Every single one of your employees wants respect. So find out what their true values are. Change how you talk to them so they see you are tuned into their strengths, needs, and values. Finally, ask them to do the same thing: find out about the values of fellow employees. Change their language and actions so that others be able to tune into the message because it feels respectful and demonstrates understanding.

Do YOU have employees-from-hell stories to share? If so, please comment on this blog entry. And thank you.

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Gold People Are Essential Players on Your Team

June 24th, 2009

All Colors Styles are “essential” on a team, but this article will focus on our Gold friends.

Boy, is it ever hard to imagine any company, or even a work team, that does not include Gold members. After all, one half of the world is Gold.

Sure, there a few very small groups of entrepreneurs who have no Golds whatsoever. For instance, I frequent a 60’s-style jewelry shop run by three people whose Colors are so clear that no formal personality assessment is necessary. The Blue owner can never say no to any request. Her Green husband hangs at home to play on his computer all day. The Orange brother has the customer service skills of Dr. House but can rival Tiffany’s in jewelry design.

How they’ve stayed in business for forty-plus years is something I never used to understand. They toss cash in a coffee can, write receipts by hand, and seem really sloppy about inventory.

But I learned recently they have secret. The secret is they hired a Gold accounting vendor outside the family whose job it is to sort the income, put the receipts and bills in order, create a Quicken spreadsheet, then deal directly with another Gold person who happens to be the tax guy. The only “Gold job” that the owners have is to toss all the paperwork into a shoebox for Ms. Gold to do her magic with.

So, yes, Golds are essential to any business – even when they must be outsourced.

How can we count the ways that Golds are essential? If you want the system you created to work, ask the Gold to run it. If policies and rules matter, let the Golds enforce them. If you don’t want your customers to die from the food you produce, have Gold people inspect it. When a steady income depends on steady hard work, hire Golds. If there’s a chance outside forces will hurt you, look for Gold safety people to protect you.

Returning to the free-wheeling jewelers, they would feel cramped and uncomfortable with Gold people actually working alongside them in the shop, but they were smart enough to pay for Gold skills when it mattered.

In my workshops, most participants agree that the world would turn to chaos without Gold thinking, Gold values, Gold principles, and Gold leadership. That is probably true, but what’s more important, I think, is knowing that the Gold people who work for you not only talk the talk, but also walk the walk of duty and responsibility. They believe in it. They care about it. They act on it.

What’s it like in your world? What do Gold folks contribute to your company? Or are you a company that lacks Gold behavior and would benefit from hiring more Golds? Please comment on this blog entry.

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Blue People Are Essential Players on Your Team

June 24th, 2009

All Colors Styles are “essential” on a team, but this article will focus on our Blue friends.

When executives tell me they have “people problems,” the solution can sometimes be easier than you think. Individuals on the executive team might consider digging up their “inner Blue” or else delegating “people solutions” to managers who have clear Blue characteristics as a part of their own personality.

Blue folks are naturally good at working with people. The good news is that they are mentors and advocates, teachers, healers, and champions of personal development and organizational improvement. The bad news is that very few Blue people rise to executive ranks because they either do not enjoy those positions or they are overlooked for being “too touchy-feely.”

Recently, I was invited to help a team whose front line people did not like the executive in charge because he simply issued demands and refused to interact much with the rest of the team. Both performance and morale were dangerously low.

I interviewed the much maligned executive first, and he turned out to be Green – very proud of his own knowledge, competence, competitive edge, and work ethic. He insisted he reached the level he achieved because of his own hard-work, independence, and clock-like reliability. He was a self-starter, he said, and had little patience for other people who weren’t.

Later I interviewed his employees. They also claimed to be hard workers, self-starters, and so forth. What they didn’t like was the apparent lack of empathy and basic social skills of their boss. The employees felt they worked in a hard, cold – even toxic – atmosphere and that their efforts, ideas, and energy were unappreciated.

It turned out that most of the employees were clearly Blue. For Blues, the bottom line to most all activity is the quality of human relationships – yes, even in a business setting, i.e., people relating and getting along. Really great, harmonic relationships are almost never less important than performance, production, profits, or any other scale of business success you can mention.

So from a boss (of any Color), Blues would like to have plenty of verbal give and take, face-to-face meetings, the sharing and respecting of ideas, and the ability to change in new directions. They actually have a fundamental need for personal interaction. Blues love democracy and consensus.

Green folks like their boss love independence and control over their own environment. They often shun small talk and social gatherings (even business meetings). They relish figuring things about by themselves and usually wish that everybody else would do the same thing. Oranges and Golds, by the way, can be just as task-oriented as Greens.

So you can see why the Green boss may have thought his employees were time-wasting, touchy-feely crybabies in the workplace where folks should be concentrating on excelling in their work, and less on “talking.”

The Blues, on the other hand, felt unappreciated, not listened to, disrespected, left alone, and unsupported.

When the workshop was over, the Green boss finally realized that if he wanted to improve performance and morale on the team that he’d have to step out of his independent world and sit at a round table with the Blue folks. Clearly the Blues would have a great deal to contribute. Surely the Green exec was as smart as the dickens, but the wisdom and talent of the whole team was much smarter when all team members got to put in their two cents on a regular basis.

Blue people are a productive organization’s glue. You’ll find Blues most frequently in customer support, human resources, training, wellness programs – anywhere that people need or want to operate face-to-face.

Although Blue folks really don’t like conflict, they are the ones to call when conflict happens. It is their greatest desire to help people create harmony.

And although Blues seem to be “too social” for a business setting, a workplace that encourages warm social interaction will find performance and morale very high. Yes, among the endless warm words, hugs, relentless sharing of ideas, office celebrations, after-hours gatherings, and lots of atta-boys, you will walk each day into a welcoming, productive, and proud place to work.

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Bob Wingenroth, Finance Director, City of Phoenix

June 11th, 2009

Bob Wingenroth, Finance Director, City of Phoenix. You have done so much for the City; but selfishly, you have done so much for me and for the people that I work with.  You and I are SO much on the same page when it comes to working with and caring for the individuals and teams that we work with.  I have learned from you and my friends here at work are happier and more successful thanks to your efforts.

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Allen “Skip” Creighton, Redevelopment Project Manager, City of Phoenix Neighborhood Services Department

June 11th, 2009

Allen “Skip” Creighton, Redevelopment Project Manager, City of Phoenix Neighborhood Services Department. You are the best of the best!! You know exactly how to engage any audience and present your material in a very meaningful, yet fun manner! And you are the consummate master of the material, which adds credibility to the presentation! Only complaint I have is that you didn’t actually sing those songs!! I’m sure I speak for the thousands of City employees you’ve interacted with in the presentation environment when I say your retirement from the City will be a HUGE loss to us! I can only thank you for putting your “fingerprints” on so many throughout the years – yours is a true gift and blessing!!

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Ray Silverstein, Owner of PRO – Presidents’ Resource Organization

June 11th, 2009

Ray Silverstein, Owner of PRO - Presidents’ Resource Organization. Thank you for the Colors seminar presentation.  You were outstanding.  Every attendee left with knowledge and felt they had invested time in a great morning.  My only regret is that not more PRO members took advantage of the knowledge, insight and information you shared at the program. I would highly recommend any of your programs.

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Mary Miscisin, Author of Showing Our True Colors

June 11th, 2009

Mary Miscisin, Author of Showing Our True Colors. Outstanding, enthusiastic, and sincere are just a few of the words to describe Jack Dermody. His depth of knowledge combined with his skill for making personality concepts understandable, applicable and FUN are the trademarks of his powerful presentations. Jack’s creativity and originality keep everyone laughing, learning and involved. Without reservation, I highly recommend Jack Dermody for his high-quality, information-rich presentations and a style that will keep you smiling and asking for more.

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Why is 4W better than other workplace personality programs?

April 23rd, 2009
The most common criticism of  workplace personality training programs is that they are long on insight and short on how-to’s. In other words, they help participants to understand themselves and others better, but provide very few actual skills for improving relationships, increasing productivity, or raising team performance. 4W delivers the insights AND the tools that will produce the right results.

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