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The Four Temperaments of Leadership

Mt Rush

Revised for the Good Men Project:

http://goodmenproject.com/featured-content/the-four-temperaments-of-leadership-dsh/

Organizational cultures are shaped and shift depending on leadership.  The trickle-down impact is immediate, although it is typically reinforced by the feedback and performance reviews which elucidate expectations of behavior.  Oftentimes, Senior Management conflicts results with values and/or cultural preferences, and expects direct reports to behave similarly.  This is what is referred to as “a fit.” Variance is frequently considered, unfortunately, as a nuisance, rather than an asset.

One framework to consider in assessing the various leadership temperaments in the workplace is the instrument created by Bob Hill and Lisa Yankowitz (Ntrinsx.com).  Ntrinsx is a dynamic tool designed for understanding and leveraging differences into an organizational competitive advantage.  For example, it helps to establish a positive self-awareness of one’s communication style, which lends itself as to how to best deliver feedback — a critical component of every leader’s guidance and development of a team.  A lack of understanding how to best craft one’s message can lead to dissension in the ranks.  Gaining perspective of one’s team members’ behavior builds team rapport and creates a safe environment where teammates can feel free to be their authentic selves; their whole selves.

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How It Works

Naturally, temperament is not fixed, and, therefore, can show up differently depending on the situation and the context. Ntrinsx uses four colors (i.e. Gold, Green, Orange; Blue) for simplification purposes, and we are typically a blend of all four, although the first one or two colors are most prominent in our daily activities, communication, and thought.

Allow me, if you will, to be a bit dramaturgical…every acclaimed play, script, film contains a representative of each of the Four Temperaments (as further shown below).  This is to create the connection between the audience and the story.  The connection exists because we as humans can identify most with those who behaviorally resemble ourselves.

This is the pathos, or EMOTION.  Their THOUGHTS is the logos; and what we think of their character is the ethos – which is what the audience casts upon the individual.  Together, they represent Artistotle’s three modes of persuasion.  And it is this diverse cast of characters which stimulates interest enough for hordes of audiences to follow the trailers into the movie theaters.  Conversely, when top, influential leaders leave organizations, so do a number of talented employees who resonated with that person’s leadership.

In an organization, great leaders are versatile, adaptable, and culturally competent.  Great leaders understand that the global market, through the touch of a keystroke, is no longer overseas, but at their doorstep and in their offices – either virtually or physically.  It is best for leaders to form a team which can identify its abilities and consider those abilities as strengths in a toolbox from which to draw when faced with workplace challenges and diverse clients.  Having the four temperaments present would contribute towards Cultural Competence, the key to organizational success.

Interrelatedness is a direct result of understanding and trust.  This is why it is imperative for leaders to raise their Emotional Intelligence and gain perspective.  Higher self-awareness can be achieved by gaining a better understanding as to how they show up to others, and by learning who the other “cast of characters” who work with them are.

The strongest, and most successful, organizations have leaders which represent all four temperaments.  This fosters an environment for healthy conflict, a diverse perspective, and a robust strategy…a recipe for organizational success.

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American Presidents • Star Wars • Harry Potter • The Avengers • Lord of the Rings • Wizard of Oz

See below representations of the Four Temperaments; and decide which character(s) resonate(s) most with how you see yourself.

Gold (Process-oriented):

GW

Characters: George Washington, C-3P0/R2-D2, Ronald Weasley, Captain America, Samwise Gamgee, Dorothy

Traits: Dependable, Guardian, Loyal, Procedures, Reliable, Duty, Thorough, Loves Details, Orderly, Organized, Trustworthy, Security, Rule-oriented

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Green (Process-oriented):

TJ

Characters: Thomas Jefferson, Yoda, Hermoine Granger, Hulk, Gandalf, Scarecrow

Traits: Philosophical, Abstract, Independent, Logical, Critical, Strategic, Complex, Thinker, Big Picture, Inquisitive, Private, Knowledgeable, Rational

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Orange (Relationship-oriented):

TR

Characters: Theodore Roosevelt, Han Solo, Fred & George Weasley, Iron Man, Aragorn, Lion

Traits:  Action, Fun, Funny, Decisive, Practical, Spontaneous, Flexible, Good in a crisis, Direct, Needs Variety, Adventurous, Impulsive, Resists Authority, Quick

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Blue (Relationship-oriented):

AL

Characters: Abraham Lincoln, Luke Skywalker, Harry Potter, Thor, Frodo, Tin Man

Traits:  Nurturing, Passionate, Harmonious, Collaborative, Cooperative, Idealistic, Empathetic, Sociable, Inspires, Motivates, Sees Possibilities, Feeler, Sensitive, Optimistic

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Intrinsically, we are drawn towards a sense of balance.  This is why I like using Mount Rushmore (or, as I like to call them, “The Dead Presidents”), because it symbolizes how recognized leaders with distinct temperaments have been immortalized in stone for doing what they do best…namely, being themselves.  George Washington (Gold) was the structured, military general who stayed true to the American principles established and refused to be king.  Thomas Jefferson (Green) was the creator of the system for the American institution of higher education.  Theodore Roosevelt (Orange) was the hunter, outdoorsman who said, “Walk softly, and carry a big stick.” And, Abraham Lincoln (Blue) was the compassionate diplomat who kept this nation indivisible and honored the civil rights of all citizens.  Each of the temperaments of these leaders shaped the USA to be strong.

Powerful leaders engage large populations when people sense passion and consistency of character.  That combination creates a strong, undeniable brand.

How do you lead?

Rossina Gil, MSOD, MAIS, is a Leadership and Organization Development Practitioner, Green/Blue, and the founder of Corporate Looking Glass, LLC – a diverse consultancy of OD experts and strategic thinking partners.  We increase retention.  Visit CorporateLookingGlass.com.

© Rossina Gil, 2015

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Powerful Leaders Don’t Fall into the Victim Trap

Originally posted on: http://goodmenproject.com/featured-content/powerful-leaders-dont-fall-into-the-victim-trap-dsh/

Violins

One key aspect of organizational leadership is Emotional Maturity. Leaders who grow their Emotional Maturity deliver stronger results, develop their people better, and make overall stronger decisions. Companies that focus on growing and improving Emotional Maturity are making meaningful and important investments in their future.

Emotional Maturity is a hallmark of Emotional Intelligence (a.k.a EQ/EI). It defines one’s ability to understand and manage emotions, which drive performance. It is critical that Senior Leadership and the talent pipeline develop an ability to learn from life’s experiences/feedback, accept responsibility, seek out opportunities, and move on.

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Resilience means a lot in the world of Emotional Maturity, especially in this day and age of rapid innovation. What works one day probably won’t work the next. Leaders can go from heroes to villains and back to heroes again in the course of one business day. Organizational leaders need to toughen up — for their own sake and for the sake of their people.

So, put away the tiny violins. It’s a given that no one leaves this planet unscathed. It has been said that life is tougher than school because in school the lessons come first, and the test follows; while, in life and work, the test comes first and the lessons follow. There is a plethora of publicized and successful examples of those who have either faced hardship, endured scandal, and have pressed on.

Let’s see if you can determine who these 10 individuals are below. (Answers follow at bottom).

  1. Father died of a heart attack, while subject was in high school. Married eight times. Suffered a major heart-attack, leading to quintuple by-pass surgery, and later stents in the coronary artery to remove plaque from the heart.
  2. Body dysmorphic disorder (the belief that one’s body needs to be fixed or hidden). Suffered child abuse (physical and verbal). Accused of pedophilia. Overdosed on prescription drugs and died of cardiac arrest.
  3. Poor student. Felt like a “third wheel” even on the wedding day. Private telephone conversations were leaked to the media. Mother-in-law wrote a letter asking for a divorce. Died in car crash at age 36.
  4. Father was assassinated, while subject was age 3. Mother insisted that the pursuit of acting as a career passion not be the path to take, but law. Failed the bar exam twice. Joked about refusing to believe a family curse. Spouse was on antidepressants within 3 years of marriage, and the couple started marriage therapy. Died in a plane crash, he was piloting (spouse and sister-in-law also perished).
  5. Parents divorced, when subject was age 9. Four unsuccessful TV shows, before making it big. Despite being considered one of the world’s most beautiful and sexy people and being married to another of the world’s most beautiful and sexy people, lost spouse to yet another of the world’s most beautiful and sexy people. Divorced, yet engaged, claims to want children and is in the late 40’s.
  6. After reaching the number one position in world rankings and the highest paid in the field, fell to number 58, and suffered a losing streak for 107 weeks. Despite being married to a model, had over a dozen extramarital affairs and was consequently dropped from several advertisers. Stakeholder loss estimate was $5-$12 billion. Entered 45-day therapy, divorced, and lost custody of two children to live alone (for a while) in 10K sq ft home.
  7. Triple threat (sing, act, model) married someone who had multiple run-ins with the law, and served jail time. Both got into heavy drug usage. This damaged the quality of voice and performance substantially. Divorced, won custody of one child. Found dead in hotel room, submerged in tub – toxicology report revealed cocaine, Benadryl, Xanax, marijuana, and Flexeril in the system.
  8. Born into poverty to an unmarried teen mom, raped at age 9, molested, pregnant at age 14; lost baby in infancy. The emotional turmoil eventually led to a weight problem.
  9. Born to unwed parents and given up for adoption. College drop-out after 6 months, but slept on the floor in friends’ dorm rooms, returned Coke bottles for food money, and ate weekly free meals at a Hare Krishna. Denied being parent to lovechild of high school sweetheart. Estranged from birth dad for rest of life. Forced to resign as CEO by the company the subject co-founded. Liver transplant. Died of respiratory arrest related to pancreatic cancer (pancreas neuroendocrine tumor).
  10. One of the highest paid in the field. Won two Razzies (worst performance) the day before winning an Oscar, making the subject the only one to have ever won best and worst in the same year. Hit head-on by a drunk driver. Had to go to court for two separate, crazed stalkers. Despite being twice selected as People magazine’s 50 Most Beautiful People, spouse after 5 years of marriage admitted to having had several extramarital affairs. Divorced, and adoption of child makes subject single parent.

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Emotional Maturity builds resilience and heads off victimhood. At any point, and unless fate stepped in, any of the above characters could have given up and not contributed to the legacy they created. That choice is left in your hands. Pursuit of the legacy is leadership. Here are five steps towards owning your power:

  1. Avoid Labels. Naming others with adjectives such as “Disrespectful,” “Mean,” “Rude,” detracts from placing the focus of the conversation you want to have. Instead, State the Behavior. ..either something you saw (e.g. feet up on desk) or something you heard (e.g. “You can look it up for yourself.”)
  2. Seek another Perspective. Flex the mind to other possible interpretations of someone’s behavior/words.  Using the above examples, feet up could be an indication of the cultural preference for informality; while direct communication may be an indication of the cultural preference for individualism. The Neuro-Linguistic Programming (NLP) Communication Model demonstrates how we filter information and act on it.

Ultimately, if you sense the person has malicious intent behind his/her actions, then remember that each person is fighting a personal battle. It could be a personal fear of rejection, losing, emotional discomfort, or being wrong. That’s theirs to own, not yours.

  1. Assume Accountability. Leaders will own up to the fact that certain behaviors can trigger unfavorable emotions. This is where Open Communication is crucial. Share, “When you said/did [verbatim quote or explicit behavior – without faces or tones added], I felt disrespected.” Any reasonable person will work to make a conscious effort to avoid that behavior, as you work to eliminate the triggers.
  2. Eliminate Drama. The open communication is held with just the person who has triggered a reaction. Avoid setting up allies with others in the workplace, just to feel validated. This creates a triangular effect of Victim, Rescuer, and Persecutor. (a.k.a. Karpman Drama Triangle).
  3. Legacy. Remember what your purpose, your identity is. No one individual can make you feel inferior/disrespected without your consent. You hold the power for that. Don’t give it away so easily.

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Symptoms of organizational victimhood include passing the buck, scapegoating, conformity, ingratiation (brownnosing, sucking up), and a culture that entails Mark Twain’s quote, “Success has many fathers, but failure is an orphan.” It is up to Senior Leaders to utilize their Emotional Maturity to nip these behaviors in the bud by having an open, yet private, communication with employees about effective organizational behaviors.

Driving Emotional Maturity, first among leaders and then among employees, makes a significant difference in organizational success. There’s no time to start like the present. Think of a situation that you’re facing right now in your company that requires some more Emotional Maturity. Which technique(s) might you employ: Avoiding Labels, Seeking another Perspective, Assuming Accountability, Eliminating Drama, and/or Focusing on Legacy?

ANSWER KEY

  1. Larry King, 2. Michael Jackson, 3. Diana Spencer, 4. JKF, Jr., 5. Jennifer Aniston, 6. Tiger Woods, 7. Whitney Houston, 8. Oprah Winfrey, 9. Steve Jobs, 10. Sandra Bullock

About Rossina Gil

Rossina Gil is a Leadership & Organization Development practitioner. She considers herself the Joe McHale (i.e. Talk Soup) of OD, where she synthesizes organizational concepts, and introduces them in laymen’s terms, often using pop culture and social media to make the concepts stick. Her expertise is in Cross-Cultural and Women’s Leadership.

– See more at: http://goodmenproject.com/featured-content/powerful-leaders-dont-fall-into-the-victim-trap-dsh/#sthash.GJksyrKM.dpuf