birkman and the effective organization
TRANSCRIPT
Using the Birkman Method and
Emotional Intelligence to
create your most effective and
productive organization.
Cathleen Allen
President
January 24, 2009
Every Birkman profile ident ifies –
• Organizational strengths• Thinking styles• Interests• Underlying needs• Management styles• Effective behaviors • Stress behaviors
Idea
Demand
Production
Structure
Focus on people
Strategy, planning & development
Promotes concepts
Innovation and design
Focus on incentives
Sells & persuades
Motivates, influences others
Embraces change
Focus on technology
Builds, organizes, implements
Follows the plan
Decisive & quick
Focus on systems
Process & procedures
Fiscal responsibility
Analysis, reflection & review
StructureStructure
VisionMissionGoals
Culture
Perceptual FiltersFour Core Groups
Planning /Design
Marketing /Sales
Technology /Implementation
Finance /Administration
Planners
Focus on Strategy & InnovationGenerate Ideas & ConceptsValues the Welfare of PeopleOperate with Idealistic OutlookEngage in Research & DevelopmentProvide VisionAre Sensitive & Creative
VisionMissionGoals
Structure
When Your World is Blue
Hidden Needs:- consideration of ideas- creative imagination- welfare of people- self direction
Active Behavior:- personal strategy- providing vision/possibilities- initiating by suggestion- intuitive leadership
Culture
VisionMissionGoals
Structure
When Your World is Blue
Culture
Visual Perceptions of Problems:- lack of originality- tunnel vision- individual needs- over-simplification
Solves Problems Implementing:- innovative ideas- global reasoning- personal mentoring- synthesized information
One-on-One Relationships
Strategic PlanningSensing Others’ FeelingsStimulating Change
People with a long Bluewill be drawn to:
People with a long Bluemay need support with:
Time ManagementImplementationHolding Firm to
DecisionsValuing Urgency
When Your World is Blue
Communicators
Focus on Sales & MarketingInfluence & Motivate PeopleSeek RecognitionSupport & Manage ChangeActively Communicate with OthersAct IndependentlyAre Outgoing & Enthusiastic
VisionMissionGoals
Structure
When Your World is Green
Hidden Needs:- energy, enthusiasm- flexible rules/policies- spontaneous activity- personal engagement
Active Behavior:- personal influence- cultivating support- personalized benefits- clarity of expectations
Culture
VisionMissionGoals
Structure
When Your World is Green
Culture
Visual Perceptions of Problems:- resistance to new ideas- competitive rivalry- self motivation- political opposition
Solves Problems Implementing:- strategic change- persuasive interaction- enthusiastic teamwork- balanced mediation
People with a long Greenwill be drawn to:
Communicating Ideas Verbally
Enthusiasm for New ProjectsEngaging OthersPersuasion
People with a long Green may need support with:
Staying ObjectiveFollow ThroughFollowing
Directions& ProceduresAttending to Details
When Your World is Green
People
Focus on Operations and ProductionValue Tactical, Short-Term GoalsTake Action on ObjectivesCommunicate CandidlyProduce Tangible ProductsMake Decisions QuicklyAre Practical and “Hands On”
Expediters
VisionMissionGoals
Structure
When Your World is Red
Active Behavior:- direct supervision- fast action and decisions- team collaboration- implementation of goals
Culture
Hidden Needs:- clear goals and decisions- tangible projects- activity and forcefulness- practical solutions
VisionMissionGoals
Structure
When Your World is Red
Culture
Visual Perceptions of Problems:- technology related- impractical operations- lack of results- emotions vs. facts
Solves Problems Implementing:- technical expertise- direct involvement- finished products- immediate action
Tangible ProjectsImplementing the Plan“Hands On” ActivityMaking the Tough
Calls
People with a long Red will be drawn to:
People with a long Red may need support with:
Sensitivity to Emotions
Handling AmbiguityDiplomacy and TactSeeing the Big
Picture
When Your World is Red
People
Administrators
Focus on ProcessSystems & Structure are PersonalValue Accuracy & DetailAnalyze Data ThoroughlyCooperate when Working with OthersUse Plans when Acting on ObjectivesAppreciate Stability in EnvironmentAre Cautious & Consistent
When Your World Is YellowWhen Your World Is Yellow
Hidden Needs:- stability and accuracy- measurement and quality- systematic approaches- consistent, defined procedures
Active Behavior:- listening and mediating- strong process orientation- historical perspective- democratic leadership
VisionMissionGoals
StructureCulture
VisionMissionGoals
Structure
When Your World Is YellowWhen Your World Is Yellow
Culture
Visual Perceptions of Problems:- insufficient systems- inadequate directions- over-generalizing- control issues
Solves Problems Implementing:- corporate restructuring- clearly defined authority- meticulous planning- indirect intervention
People with a long Yellowwill be drawn to:
Systems and NumbersQuality and Follow ThroughFocused ConcentrationOrganization &
Measurement
People with a long Yellow may need support with:
Speaking UpChangeAmbiguityStaying Open to
Ideas
When Your World Is YellowWhen Your World Is Yellow
An effective and productive organization
Works together toward a common vision.
Directs individual accomplishmenttoward organizational objectives.
Fosters teams that allow committed people toattain extraordinary results.