tsdi & coaching - totalsdi · coaching or mentoring consensus or team-based exception or...

TSDI & Coaching

How suited are the

Coach & the Client

• What is your MVS?

• What is the MVS of the Client?

• What natural benefits will your MVS bring

to the relationship?

• What do you potentially need to be

on guard against?

• What coaching style would work best?

We will send you a copy of suggested Do’s and Don’t’s when coaching

different coloured MVS positions

Coaching & SDI(Getting the best out of Ourselves & our

Relationships

SELF TEAMSOTHERS

Suite of 8 assessments

Strength Deployment Inventory (SDI)

1. Self

2. Expectations (Self or Other Rater)

3. Feedback (360 use)

Strengths Portrait (SP)

4. Self

5. Expectations (Self or Other Rater)

6. Feedback (360 use)

Overdone Strengths Portrait (OSP)

7. Self

8. Feedback (360 use)

Introducing

Reports & Materials that could be useful in 1:1

Reports & Materials that could be useful in 1:1

Authentic

‘Being Yourself with Skill’

Understanding Perceptions

…why you are trying to do it.

You see yourself based on… They see you based on…

MOTIVESMOTIVES

…how they react to what you do.

are what people see are harder to see

Like a buoy,

strengths shift

based on the

environment.

Your motives anchor

your strengths.

They are the reason why

you do what you do.

Strengths Motives

3Primary Motives

P E O P L E

P E R F O R M A N C E

P R O C E S S

We are motivated by concerns for...

...wanting to help others

...wanting to achieve results

...wanting to establish order

®

Trip Around

the Triangle

Red-Blue

Blue

Hub

Blue-Green

Red

Red-Green

Green

Where do you think you are?

Your MVS

Results

Page 2

Pages 3 & 4

Pages 3 & 4

®

You can lead from anywhere on the triangle

What style of leadership or management do you prefer to use?

Enabling or

Supportive

Direction or

Example

Coaching or Mentoring

Consensus or Team-based

Exception or

Process

Empowering

or Guiding

Strategic or

Tactical

Energisers

Can you think of situations

where you have been

energised recently(one

example of each)

Task

Other

Environment

Self

What was the cause?

How would we know?

The environment that will get the best out of you

You are most engaged when…

Your De-energisers or Conflict

Triggers are:

What do you want to be valued

For?

How does your MVS help you in your Role?

How has this helped you achieve what you have achieved so far?

How will this help you achieve your key goals for the future?

Is their anything that you would like to do differently to achieve your goals?

Maximise your

‘personal differences’

How do your top 6 strengths help you to be effective in your role?

How have these Strengths helped you achieve what you have achieved so far?

How will they help you achieve your future goals?

Are their any of your lower Strengths you think would help you achieve your goals?

What are your early thoughts on what you would like to: Maintain – Borrow - Develop

Maximise your

‘personal differences’

Understand...

Your own motives

Other’s motives

Clearly know...

The results you want

The results others want

Choose the right strength to...

Improve relationships

Produce good outcomes

When you are at your best:

You can borrow

any of the 28

strengths effectively

ConflictWhat it is and how to

address it

Opposition is

about disagreement

Opposition

can be productive

People go into

conflict only about

things that are important to them

Conflict is about

a threat to values

Conflict is

usually unproductive

Conflict provides an

opportunity to learn what

matters to people and a

chance to make it right

Opposition vs. Conflict

3Motives in Conflict

A C C O M M O D A T E

A S S E R T

A N A L Y S E

Wanting to...

...and preserve harmony

...and prevail over obstacles

...and slow things down

pp

The Conflict Sequence

Anticipate

Prevent

Awareness

Adapt: Behaviour &

Communication Style

Self

Other

Problem

1st Stage

Self

OtherProblem

2nd Stage

Self

Other

Problem

3rd Stage

Identifying, Managing

and Resolving Conflict

How do you change when in

Conflict?

What might get in the way

®

Overdone Strengths Defined

Overdone strengths (weaknesses) are

behaviours intended as strengths, but

are perceived negatively

...and could cause conflict.

What Strengths might you

overdo that could get in the

way?

Are some of these when

things are going well or are

they when in conflict?

What might get in the way

Overdone Strengths Portrait

Results

®

®

®

Others

®

Red-Blue

Blue

Hub

Blue-Green

Red

Red-Green

Green

How well do you know your people?

Do you know what motivates/energises them?

Do you know what frustrates them/deenergises

them?

®

Red-Blue

Blue

Hub

Blue-Green

Red

Red-Green

Green• The reality is that they are all different

• They have different needs and motivations

• They see the world through their own lens

• They feel comfortable/uncomfortable with different styles of communication and behaviour

®

Plot some of your Key

Relationships on a

blank triangle

Key Relationships

Action Planner page 1

Action Planner page 1

Action Planner page 1

®

Red-Blue

Blue

Hub

Blue-Green

Red

Red-Green

GreenObserve what they do and how they do it but the real key will be to establish the reason why they do it.

Practice the why questions

Listen with the intent to understand

How do I work out where they are if

they haven’t completed the SDI?

®

What do you see as their top 6

Strengths?

Your

Strengths

and Reasons

SUPPORTIVE

Find the example

reasons that

connect your

top strength to

your MVS.

pages 13-20

pages 13-20

®

Persuasive

Principled Forceful

Persevering Self Confident

Eric Lawrence

What MVS do you think Mary is?

Why do you think this?

What strengths do you see her deploy?

Why are these important to her?

®

Fair

Supportive

Caring

Helpful

Self-Confident

Abrasive

Unbending Domineering

StubbornAggressive

Persuasive

Tell me how she is when she is at her best?

®

Fair

Supportive

Caring

Helpful

Self-Confident

Abrasive

Unbending Domineering

StubbornAggressive

Persuasive

Tell me how she is when she is at her best?

Adapting Your Style

• Do you know how to adapt your style with each of them when:

• Setting Objectives

• Giving Praise or Recognition

• Giving Development Feedback

• Do you know what level of support/direction/ development each of them

want/need?

• Do you know how they react when things aren’t going well and how you may

need to adapt your style?

Understand...

Your own motives

Other’s motives

Clearly know...

The results you want

The results others want

Choose the right strength to...

Improve relationships

Produce good outcomes

The Art of Borrowing

You can borrow

any of the 28

strengths

effectively

MVS Communication (MVS Colour)

EffectiveCommunication (Do’s)

IneffectiveCommunication (Don'ts

Consider…

Body Language

Facial – Hands – Stance

Intonation

Speed – Volume - Emphasis

Word Choice

Should vs Could etc

Environment/Ambiance

Demeanour - Mood

Review Guidelines= Strongly agree

Disagree or Question

Add Information

®

Red-Blue

Blue

Hub

Blue-Green

Red

Red-Green

Green

Giving Praise & Development Feedback

Body Language

Facial – Hands –

Stance

Word Choice

Should vs Could etc

Environment/Ambiance

Demeanour - Mood

1. Choose a strengths that you value in

a colleague and think about how

you might communicated that to

them

2. Pick a strengths that you would like

them to deploy more effectively and

think about how you would

communicate that to them

®

Red-Blue

Blue

Hub

Blue-Green

Red

Red-Green

Green

Connect the anchor to the buoy

Setting Objectives/Allocating Tasks

Communicating Objectives You now have to set the

objective for:

‘Completing Effective

Performance Reviews’

Each group has to set the

objective for a different MVS

colour.

What words would you use to

bring this objective to life and

motivate someone from the

MVS you have been

allocated.?

Practice Communicating Your Intent

1. Outline the situation

2. Write down and then practice

delivering your intention

Body Language

Facial – Hands –

Stance

Intonation

Speed – Volume -

Emphasis

Word Choice

Should vs Could etcEnvironment/Ambiance

Demeanour - Mood

Anticipating &

Preventing Conflict

Cleanse Your Lens

Anticipate the things that others do

that frustrate us or wind us up

How can we view their behaviour

differently?

What might be the positive intent

behind the behaviour?

May there be a cause that we

haven't thought of?

How might their filter view their

behaviour?

How could we react differently?

Step into Their Shoes

Consider the things that you might

do that could frustrate others

How might others view your

behaviour?

What impact might it have on

them?

How could you adapt your

behaviour to achieve a better

outcome?

What do they want from you?

Two Sided Contract

What do they want from you?

Expectations vs. Feedback

Making a Difference

Commitment to

Adapt our

Behaviour/Style

Understanding Expectations

Awareness

Final Reflections

Your feedback is welcome.

You can also email me:

steve@personalstrengths.co.uk

Join TotalSDI (UK) Facilitators

Group on LinkedIn:

www.totalsdi.uk/ukgroup