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To Unlock Your Employee’s Ultimate Potential, Uncover Their Work Strategy

Posted by admin on Jan 26 2013

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How do you optimize someone’s productivity? That’s what we’re focusing on today, as we continue our look at metaprograms, the filters that determine much of our behavior. In earlier posts in this series we looked at how to determine:

  • if someone is moving toward or away from things
  • has an internal or external frame of reference
  • how a person sorts themselves in relation to other people
  • what it takes to convince someone
  • whether a person is motivated by possibility or necessity

Another metaprogram is a person’s working style. Everyone has his own strategy for work. Some people are not happy unless they’re independent. They have great difficulty working closely with other people and can’t work well under a great deal of supervision. They have to run their own show. Others function best as part of a group. We call their strategy a cooperative one. They want to share responsibility for any task they take on. Still others have a proximity strategy, which is somewhere in between. They prefer to work with other people while maintaining sole responsibility for a task. They are in charge but not alone.

If you want to get the most out of your employees, or your children, or those you supervise, figure out their work strategies — as we discussed in the previous metaprogram — the ways in which they’re most effective. Sometimes you’ll find an employee who is brilliant but a pain in the neck. He always has to do things his way. Now he just might not be cut out to be an employee. He may be the kind of person who has to run his own business, and sooner or later he probably will if you do not provide and avenue of expression. If you have a valuable employee like this, you should try to find a way to maximize his/her talents and give him/her as much autonomy as possible. If you make him part of a team, he’ll drive everyone crazy. But if you give him as much independence as possible, he can prove invaluable. That’s what the new concepts of entrepreneurship are all about.

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The Push and Pull — Possibility vs. Necessity: Metaprogram #6

Posted by admin on Jan 16 2013

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Ask someone why he went to work for his present company or why he bought his current car or house. Some people are motivated primarily by necessity, rather than by what they want. They do something because they must. They’re not pulled to take action by what is possible. They’re not looking for infinite varieties of experience. They go through life taking what comes and what is available. When they need a new job or a new house or a new car, or even a new spouse, they go out and accept what is available.

Others are motivated to look for possibilities. They’re motivated less by what they have to do than by what they want to do. They seek options, experiences, choices, and paths. The person who is motivated by necessity is interested in what’s known and what’s secure. The person who is motivated by possibility is equally interested in what’s not known. He wants to know what can evolve, what opportunities might develop.

If you were an employer, which kind of person would you most want to hire? Some people would probably answer, “The person who is motivated by possibility.” After all, having a rich sense of potential makes for a richer life. Instinctively, most of us (even a lot of people who are motivated by necessity) would advocate the virtues of remaining open to an infinite variety of new directions.

In reality, it’s not that cut-and-dried. There are jobs that require attention to detail, steadfastness, and consistency. Let’s say you’re a quality-control inspector at an auto plant. A sense of possibility is nice. However, what you might need most is a sense of necessity. You need to know exactly what’s needed, and you have to verify that it’s being done. Someone motivated by possibility would probably be bored stiff in a job like that, while someone motivated by necessity would feel perfectly attuned to it.

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What Does It Take to Convince Someone? Metaprogram #5

Posted by admin on Jan 11 2013

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We’re continuing our exploration of metaprograms, the filters through which we communicate and influence others. In earlier posts in this series we looked at how to determine:

  • if someone is moving toward or away from things
  • whether they have an internal or external frame of reference
  • how a person sorts themselves in relation to other people
  • if they are a matcher or a mismatcher

Now we’re going to look at factors involved in convincing someone, and this strategy has two parts. To figure out what consistently convinces someone, you must first find out what sensory building blocks he or she needs to become convinced, and then you must discover how often that person has to receive these stimuli before becoming convinced.

PART ONE
How do you know when someone else is good at a job?

a) see them or watch them do it
b) hear about how good they are
c) do it with them
d) read about their ability

The answer may be a combination of these. You may believe someone’s good when you see him do a good job and when other people tell you he’s good.

PART TWO
How often does someone have to demonstrate he’s good before you’re convinced?

a) immediately
b) a number of times
c) over a period of time
d) consistently

With some people, if you can prove your love once, you’ve proved it forever. With others, you have to prove it every day.

If you’re the head of an organization, one of the most valuable states you can achieve with your key workers is trust and rapport. If they know you care about them, they’ll work harder and better for you. If they don’t trust you, they won’t deliver for you.

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