How would you label yourself? Are you a Yuppie, Dinky, a punk or a hippy? Have you ever tested your IQ, emotional intelligence or fundamental interpersonal relations orientation? Is it a fair reflection of who are? Do you identify with the label? Does it still fit when you go home?
I've worked with a number of well known brands of psychometric test and even some of the originators - I've been identified as an ENTP in Myers-Briggs and a Plant in Belbin - do you know me better now?
Let me state it simply - I don't buy into the labelling thing; I don't find it helpful and you won't find it incorporated into my coaching courses. I realise this view will exclude me from some work opportunities, particularly with HR Departments who have their own industry in testing.
That's why I'm interested in speed coaching; no labelling, no judging, no forming intricate theories about personality that need to be assessed, analysed, fedback, reviewed, implemented then reviewed again - wow, how much time you save when you don't do all that stuff!
No, simply deal with people straight, be honest, consistent, fair and work on situational issues - don't try to be an amateur psychologist and attach pseudo-intellectual labels to people.
Probably the only people who think there's any sense in my approach are Managers - but what do they know?
Of course, if there are any HR and development people who share my view, I'd love to hear from you!
Wednesday, December 29, 2010
Monday, December 27, 2010
Human touch
It seems strange to me that the words Human Resources and humanist are not always viewed as synonymous. As a consultant, inexperienced managers often approached me on training courses to seek advice on managing staff. Of course, I tried to oblige but I also asked,
‘Have you spoken to anyone from HR about it?’
‘You must be joking,’ came the incredulous reply, ‘they’re the last people I’d talk to!’
The reason for this, it transpired was about a lack of trust but furthermore many added that HR were only interested in adherence to systems and did not want to get involved in ‘personal matters.’
When I started teaching English in Poland, a school phoned me to ask how a lesson with a new student had gone.
‘Oh, very well,’ I said, ‘we got on really well; he’s a little self-conscious and over critical but open minded and enthusiastic.’
‘I don’t want to know what he’s like,’ was the indignant reply, ‘just tell me his level!’
Having worked for a few schools, it came as something of a shock to see what a production line business it can be. In some cases, it’s just a matter of processing people along a conveyor belt which runs from B1 to B2 and so on. This is perhaps reinforced by the HR’s department to establish measurable outcomes and return on investment for their training budget.
It seems that in the desire to quantify and measure it is easy to confuse people with materials on a building site. There’s nothing wrong with wanting to measure progress but whether it’s HR or teaching, management or coaching, we need to remember that people are holistic, complex animals and never lose contact with the human touch.
‘Have you spoken to anyone from HR about it?’
‘You must be joking,’ came the incredulous reply, ‘they’re the last people I’d talk to!’
The reason for this, it transpired was about a lack of trust but furthermore many added that HR were only interested in adherence to systems and did not want to get involved in ‘personal matters.’
When I started teaching English in Poland, a school phoned me to ask how a lesson with a new student had gone.
‘Oh, very well,’ I said, ‘we got on really well; he’s a little self-conscious and over critical but open minded and enthusiastic.’
‘I don’t want to know what he’s like,’ was the indignant reply, ‘just tell me his level!’
Having worked for a few schools, it came as something of a shock to see what a production line business it can be. In some cases, it’s just a matter of processing people along a conveyor belt which runs from B1 to B2 and so on. This is perhaps reinforced by the HR’s department to establish measurable outcomes and return on investment for their training budget.
It seems that in the desire to quantify and measure it is easy to confuse people with materials on a building site. There’s nothing wrong with wanting to measure progress but whether it’s HR or teaching, management or coaching, we need to remember that people are holistic, complex animals and never lose contact with the human touch.
Sunday, December 19, 2010
Managing conflict scary guy style
As the season of goodwill comes towards us, it's a good time to think about being kind to other people and managing and reducing conflict whether it's in the playground or the workplace.
After all, the world is a dangerous place and there are a lot of scary people out there; people like The Scary Guy, my new buddy on Linkedin.
Just remember, don't judge the book by the cover; what's on the outside, doesn't always represent what's on the inside.
And the scariest challenge of all?
To love one's fellow man - like this:
After all, the world is a dangerous place and there are a lot of scary people out there; people like The Scary Guy, my new buddy on Linkedin.
Just remember, don't judge the book by the cover; what's on the outside, doesn't always represent what's on the inside.
And the scariest challenge of all?
To love one's fellow man - like this:
Sunday, December 5, 2010
The power of division
Starting with ten pounds, you only need to multiply you money ten times to arrive at a million. Well, I’m still working on that one but recently, my associate Tadek gave me an insightful variation on a theme.
As a scientifically minded person, he loves solving problems; particularly, technical ones. As a creative, impractical person, he possesses a mystical, genius quality but in fact, he’s quite modest. He explains that it’s just a case a dividing a problem to the point where you are able to solve it. What a useful idea!
Even if our skill levels are different, we can keep slowing down the ride until we’re able to get on. Furthermore, as a goal achievement tool, it makes even ambitious targets realistic. Ok, so it’s maybe like chunking elephants but it produces much more digestible pieces.
I believe there’s a guy in Hungary or somewhere who’s eaten a whole double-decker bus this way, so choose your goals carefully. Maybe start on a small bicycle and work your way up.
Bon appetite and happy division!
As a scientifically minded person, he loves solving problems; particularly, technical ones. As a creative, impractical person, he possesses a mystical, genius quality but in fact, he’s quite modest. He explains that it’s just a case a dividing a problem to the point where you are able to solve it. What a useful idea!
Even if our skill levels are different, we can keep slowing down the ride until we’re able to get on. Furthermore, as a goal achievement tool, it makes even ambitious targets realistic. Ok, so it’s maybe like chunking elephants but it produces much more digestible pieces.
I believe there’s a guy in Hungary or somewhere who’s eaten a whole double-decker bus this way, so choose your goals carefully. Maybe start on a small bicycle and work your way up.
Bon appetite and happy division!
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