Facet5 in Focus June 2015

FACET5 IN FOCUS THINKING AND IDEAS FROM OUR NETWORK

JUNE ‘15

Leadership Potential

Solutions

Personality

Talent

WWW.FACET5GLOBAL.COM

FACET5 IN FOCUS

THINKING AND IDEAS FROM OUR NETWORK

In the June ‘15 Edition...

04. Facet5 & Coaching.

14. The Question of Trust.

07. Realising Employee Potential.

16. Should I be Mindful? Mindfulness

08. We Care Too Much! A case study

18. Do Opposites Attract?

10. 5 Stepts to Integrating New Lead-

new Leaders brings many 20. Integrating challenges, here are our top tips

An interview with Jessica Symes from the Symes Consulting Group on the role of Facet5 in the coaching process.

If you are looking to realise the potential of individulas, teams or organisations, check out this quick guide to the Facet5 lifecycle. on how Facet5 provided understanding and laid the foundation for team success. ers. Integrating new leaders can be a challening and costly exercise. This article provides practised insights from our network

Would you say most people can be trusted, or you should be wary of others intent?

This research review tells us. seems to be the buzz word, but does it suit everybody? Here is our viewpont on the who, what and why of Mindfulness.

We put that question to the test with research into spousal couple. You will be surprised what we doun.

If you would like to contribute articles or provide feedback on content within this magazine please email: facet5infocus@facet5global.com To subscribe to our newsletter mailing list email: Subscriptions@facet5global.com

Facet5 in Focus: Interview

FACET5 & COACHING

CONFIDENCE

An interview with Jessica Symes, of Symes Group Consulting on the role of Facet5 in the coaching process

INSPIRATION

INSIGHTS

CREATIVITY & MOTIVATION

Insert Questions here:

It can cost as much as 150 percent of the salary to replace a manager.

When factoring indirect costs, this number is even larger. Obvious costs to hire a senior manager include recruiting firms, advertising and marketing, background checks, drug testing, relocation, and travel. Sign-on bonuses or employee referrals up the ante further.

Less obvious costs include internal overhead for human resources and lost productivity for executives.

Indirect costs include the loss of institutional knowledge and organisational focus.

Insert Questions here: It can cost as much as 150 percent of the salary to replace a manager.

When factoring indirect costs, this number is even larger. Obvious costs to hire a senior manager include recruiting firms, advertising and marketing, background checks, drug testing, relocation, and travel. Sign-on bonuses or employee referrals up the ante further.

Less obvious costs include internal overhead for human resources and lost productivity for executives.

Indirect costs include the loss of institutional knowledge and organisational focus.

There is increased risk when hiring a senior manager because the position comes with much responsibility; therefore, there’s a greater potential for disastrous effects if it

There is increased risk when hiring a senior manager because the position comes with much responsibility; therefore, there’s a greater potential for disastrous effects if it

Insert Question: The Leader Transition Cycle It can cost as much as 150 percent of the salary to replace a manager. When factoring indirect costs, this number is even larger.

Obvious costs to hire a senior manager include recruiting firms, advertising and marketing, background checks, drug testing, relocation, and travel. Sign-on bonuses or employee referrals up the ante further. Less obvious costs include internal overhead for human resources and lost productivity for executives.

Indirect costs include the loss of institutional knowledge and organisational focus.

ship change, people wonder, “How will this affect me?” “Who is this new leader?” “How will things change around here?”

Employees question each other; rumours abound and productivity suffers as people speculate about the future. They try to learn how the new leader leads to determine what the future may hold.

There is increased risk when hiring a senior manager because the position comes with much responsibility; therefore, there’s a greater potential for disastrous effects if it is the wrong choice.

While firms do their best to ensure that candidates have the appropriate qualifications to fulfil those responsibilities, too often the wrong hire is made.

Insert Questions here: five model of personality. It is the assessment tool of choice used by many consulting firms.

Developed specifically for the workplace, it provides useful information regarding ways to be more effective at work. The language used is simple and free of psychological jargon.

Insert Questions here: After the initial shock of a leader-

The eustress that normally exists at work is refocused as distress between people and the future state. At these times, absenteeism rises and performance, productivity, and accountability su

ture. They try to learn how the new leader leads to determine what the future may hold.The

eustress that normally exists at work is refocused as distress between people and the future state. At these times, absenteeism rises and performance, productivity, and accountability suffer.

When the new leader arrives, productivity edges lower. Wanting to make a good first impression, people behave in a manner that they perceive to be their best, whether or not that differs from their normal on-the-job behaviour. Intriguingly, these same pressures also affect the new leader’s behaviour. It can be as long as a year for the organisation to rebound.

Insert Questions here: five model of personality. It is the assessment tool of choice used by many consulting firms.

Developed specifically for the workplace, it provides useful information regarding ways to be more effective at work. The language used is simple and free of psychological jargon.

Insert Statement here with text and key quote next to picture

‘A-ha!’ The moment a persons Facet5 personality profile resonates with them, revealing insights and clarity - I never tire of this moment...

Jessica Symes Symes Consulting Group

Facet5 - The Power of Personality

Realise Employee Potential with Facet5 Encourage advocacy on exit or separation from your organisation. Provide a learning opportunity for both employee and manager. Inform the selection and development processes.

Attract & Select the right talent, by defining the success elements for the role, team and organisation. Ensure consistency of process with tailored interview guides and meaningful comparisons

Develop individual ability to manage and lead change. Identify the culture of your organisation and the capability and fit to support its ongoing transformation or to meet current market demands

Increase productivity and return by understanding individual motivators, drivers and work preferences. Support the establishment of effective relationships early to support successful integration.

Build effective Talent pipelines and focus organisation investment through effective Talent identification & management strategies. Inform assessment processes.

Understand individual contribution to the team, and its work.

Provide a common language to assist with communication, understanding, feedback and overall team performance

Nulla a fermentum est

Build capability to lead others and the organisation through understanding individual and collective leadership style and development areas. Enhance current leadership development programmes with new insights.

Harness individual strengths and manage risk areas with focused personal development planning, work preferences and career planning information. Facilitate a ‘Leader as Coach’ approach for stronger employee development.

Facet5 in Focus: Case Study

We care too much!

When understanding brings team success

by Janet Taylor Consulting Ltd I have been working with Facet5 for nearly 20 years and have used it for individual coaching, team building, in recruitment and as part of development and assessment centres.

One of my most powerful experiences of using Facet5 was during a leadership development workshop for twelve first line supervisors in a manufacturing business.

I spent several days giving individual feedbacks before the workshop. I enjoy getting to know people and their businesses during feedbacks, where they’re often prepared to share quite personal views. This was particularly useful in this instance as it was a business and a sector that I didn’t know much about: the understanding of the company and the issues it was facing were valuable in designing the subsequent workshop.

During the feedbacks, I was struck by the amount of Emotionality in the group. There was also a lot of high Affection.

These scores were reflected in the passion and ethical concerns that you would expect of this combination. One team leader described mentoring a colleague who, to many managers, would have been viewed as unemployable. He was

prepared to support this person in both work and personal time and continued to help him to manage social events after he had achieved a level of acceptable work performance. It was clear that, for many of the people in the group, the psychological contract with their employer and colleagues went beyond the transactional.

Emotions ran high on the workshop itself and there was a high level of engagement during discussions of how the business could be improved. Those views weren’t unanimous, particularly between people from different areas of the business, and the conversations were enthusiastic and challenging.

The Affection levels prevented them becoming aggressive and they would apologise if they felt they had made a comment or criticism that would seem to be

aimed at anyone in particular, but there were many bees in many bonnets that were determined to escape. At risk of mixing my metaphors, the atmosphere in the room was like being in a pan with popping corn.

A Facet5 team build was part of the process and took place on the afternoon of the first day. Having worked together for a long time, they were all excited to see each other’s profiles and guessed their scores enthusiastically. It is hard to find a better word than ‘gob-smacked’ to describe their reaction to their Emotionality scores. Of the twelve in the room, eight scored above 7.5 and five were above 8. What they took from it was: a. Wow, we’re all the same; b. we’re all passionate; c. nothing is unimportant for any of us; d. we all want what’s best even

if we can’t agree on what that is; e. we’re all a bit volatile and unpredictable, but also vulnerable.

The following day, it helped to diffuse tension as they recognized what was happening when discussions became heated. They had a sense of camaraderie, having realized that they were not alone in feeling as strongly as they did about issues.

There were many useful outputs from this workshop, which formed the basis of subsequent work. However, their aligned Emotionality score was the most profound outcome for them. During a presentation to the Board at the end of the workshop, they were keen to share their scores as they saw them as an explanation of their perceived bolshiness.

Their explanation was simple:

’We care too much’.

Latest thinking from our Network

Integating New Leaders Improving understanding & performance Michael Perrault | Perrault Consutling Group

The onboarding process integrates leaders more rapidly and stimulates team functioning and productivity. It gives all a better understanding of their leader and how they will work together. The leader learns the strengths of the team, and areas for development.

Click or Scan

5 steps to integrate new leaders...

Clients report that they operate more effectively six months after the transition than organizations that do not. Feedback from leaders confirms that the transition process meaningfully improves their knowledge of the organization and their understanding of the new team, and allows them to become a fully contributing member more quickly.

It can cost as much as 150 percent of the salary to replace a manager. When factoring indirect costs, this number is even larger. Obvious costs to hire a senior manager include recruiting firms, advertising and marketing, background checks, drug testing, relocation, and travel. Sign-on bonuses or employee referrals up the ante further. Less obvious costs include internal overhead for human resources and lost productivity for executives.

Indirect costs include the loss of institutional knowledge and organisational focus.

There is increased risk when hiring a senior manager

because the position comes with much responsibility; therefore, there’s a greater potential for disastrous effects if it is the wrong choice. While firms do their best to ensure that candidates have the appropriate qualifications to fulfil those responsibilities, too often the wrong hire is made.

The Leader Transition Cycle After the initial shock of a leadership change, people wonder, “How will this affect me?” “Who is this new leader?”

“How will things change around here?” Employees question each other; rumours abound and productivity suffers as people speculate about the future. They try to learn how the new leader leads

Shortening the Transition Cycle

to determine what the future may hold.

“

How will this affect me?, Who is the new Leader?

“

Obvious and Hidden Transition Costs

Intriguingly, these same pressures also affect the new leader’s behaviour. It can be as long as a year for the organisation to rebound.

The eustress that normally exists at work is refocused as distress between people and the future state. At these times, absenteeism rises and performance, productivity, and accountability suffer.

When the new leader arrives, productivity edges lower.

Wanting to make a good first impression, people behave in a manner that they perceive to be their best, whether or not that differs from their normal on-the-job behaviour.

It can cost as much as 150 percent of the salary to replace a manager. When factoring indirect costs, this number is even larger. Obvious costs to hire a senior manager include recruiting firms, advertising and marketing, background checks, drug testing, relocation, and travel. Sign-on bonuses or employee referrals up the ante further. Less obvious costs include internal overhead for human resources and lost productivity for executives.

Indirect costs include the loss of institutional knowledge and organisational focus.

01

Introduce the model

02

Assess Leaders

Typically, an external consulting firm assesses each member of the “new” team, interprets the findings, and facilitates the process. They first meet with incoming leaders to explain the transition process and goals.

Incoming leaders are introduced to Facet5 and complete the online questionnaire.

Facet5 is based on the Big five model of personality. It is the assessment tool of choice used by many consulting firms.

Developed specifically for the workplace, it provides useful information regarding ways to be more effective at work. The language used is simple and free of psychological jargon.

The purpose of the transition session is to address employee concerns and focus on the future, the team’s real work. Leaders are informed that they may be asked some tough questions about themselves. They are encouraged to answer as many as they feel comfortable answering, reserving the right to not address every issue raised.

The team completes the 20-minute online Facet5 assessment. Afterward, the consultancy meets with each team member individually.

“During the interview we provide them with their individualized Facet5 report and review it with them to ensure understanding.

We ask questions to help gain their perspective on the issues facing the incoming leader. We summarize their comments and combine them with the others so their privacy is maintained,” explains Debora Wolf, a certified practitioner with the Perrault Consulting Group.

Benefits of the Model: • insert text • insert text • insert text

03

Leader Feedback

The consultant then meets with the incoming leader to review there Facet5 report and to discuss the issues identified by other team members. By this time, most new leaders will have already started to form impressions of the team they are inheriting. Often new leaders will have heard what challenges currently face the team and has likely received guidance regarding where to focus their immediate attention.

This discussion helps the new leaders quickly compare their preconceived views with those of the team. With this knowledge in hand, leaders can begin to plan for moving forward with a much clearer idea of the challenges that lie ahead.

04

Meeting the Team

Facet5 produces a summary of results called TeamScape.

A team meeting is held soon after the new leader’s first day on the job. The entire team attends to maximize the effectiveness of the onboarding program.

The meeting opens with a quick review of the Facet5 model to ensure familiarity with the TeamScape profile.

The profile provides a simple and precise method to assess the predicted strengths and issues confronting the team. It demonstrates team dynamics powerfully and succinctly, clearly showing the culture of the team, how relationships are likely to work, and how work will be managed and delivered.

The assessment uses a model to predict how members will deal with conflict. This gives members a clearer view as to how the new leader is likely to deal with disagreements.

Being prepared in advance to manage differences, the team is more likely to effectively manage conflict.

Individuals are asked to identify personal behaviours that others may find troubling. These are labelled, “Challenges you may have working with me”. Lastly, the new leader is asked to describe how his teammates can help him/her be more effective. They are asked to share these publicly.

People are encouraged to add to each person’s list of strengths and challenges to build insights and facilitate team interaction. Often approached with some trepidation, this activity opens communication channels and increases levels of trust. This is compiled in a document to be shared with all.

05

Leader Follow Up

The new leader is advised to hold a follow-up meeting 90 days after the initial meeting.

Strengths and challenges are reviewed and updated.

Emphasis is placed on using the document as a process intended to keep the team focused on work while building trust. Revisiting the document seems to encourage people to develop more effective behaviours.

Further Information: For more information on Integrating new leaders contact Mike Perrault directly on email: mperrault@perraultconsultinggroup.com, or contact one of our Facet5 Partners to start a conversation on leadership in your organisation.

The question of...

Question. "Generally speaking, would you say that most people can be trusted, or that you can't be too careful in dealing with people?"

If you were completing Facet5 you may easily be asked this question or one very like it. You would also have about 18 related questions all asking about your attitude to other people, how kind and helpful you try to be and how much you trust others. These are all domains of Affection, one of the five core elements of Facet5.

by Norman Buckley Facet5 Author

But this wasn’t asked in a Facet5 questionnaire. This exact question was asked as part of a serious study into people’s attitudes and in particular differences in attitudes between the South and North in the USA. And when they looked at the results it was fascinating.

And it seems this is true. Researchers at Baylor University in Texas found that “Southerners are relatively close-knit and interact within small and dense networks.

Social spheres often overlap: People that work together may go to church together, attend sports events for their kids. This type of network often produces a lot of solidarity and trust within the ‘in group,’ but distrust toward outsiders.” In culture terms this is Collectivist.

Compared to Southerners, non-Southerners have a large number of weak and transient friendships. Social networks in the nonSouth are considered individualistic, and that promotes trust of people who might be considered outsiders.

But this research had a specific and interesting focus. It was on attitudes to protecting the environment. It seems that people who trust (high Affection) are also much more concerned about saving their environment. They may have loosely defined networks and social links but they trust those links and are prepared to put themselves out for the “greater good”

So what is the lesson from this research?

So this is where it gets really interesting.

These differences in Trust (Affection) suggest that different strategies are needed to get an environmental measure accepted. Where Trust (Affection) is low you are more likely to get people to act by assuring them that long-term benefits of conservation outweigh short-term costs and are consistent with their values of “family first” and a short term, look after yourselves agenda. In other areas where trust is high people are more willing to pursue a liberal agenda and to accept some element of personal sacrifice in order to deliver to the greater good.

What does it mean for your business?

This is important when organisations are communicating change, pitching a strategy, delivering a vision, coaching or counselling or managing day to day. To persuade people with high Affection you need to focus on the broader social benefits and the impact on a wide range of people. For low Affection, focus on the shorter term and more specific benefits for them and those they are close to.

At Facet5 Affection measures the supportive, caring, trusting and nurturing side of human beings. It is analogous with empathy and with the degree to which a person is ‘self’ or ‘others’ focussed. Want to know more about the role of Affection in relationships? Read the article ‘Do Opposites Attract?’ in this issue.

Start a conversation with your local Facet5 Partner today.

Click or Scan

People in the south were far less likely to trust others. Only 24.9% of Southerners said that people could be trusted compared to 38.7% of people not from the South. On that basis, if you apply a Facet5 lens to it, you would think that people from the South were lower Affection. More pragmatic, somewhat self centred with a tendency to look after themselves and their kin before they start looking to help others.

Kyle Irwin, Nick Berigan, Trust, Culture, and Cooperation: A Social Dilemma Analysis of Pro-Environmental Behaviours, The Sociological Quarterly Volume 54, Issue 3, pages 424–449, Summer 2013

Wikipedia will tell you that according to Sgierska, “Mindfulness is “the intentional, accepting and nonjudgmental focus of one’s attention on the emotions, thoughts and sensations occurring in the present moment”.

Should I be Mindful?

If you have been alive for the past few years you have probably heard about “Mindfulness.” If you haven’t heard about it then it’s time you did because the concept is extremely popular in some circles.

A good friend of mine, Richard, is completing a PhD on the concept right now. But what is it? And do you really need to know?

A review by Norman Buckley Facet5 Author

Click or Scan

Wiki will also tell you that there are numerous other definitions and suggests that the concept originated in Eastern meditation practices. In fact a colleague, Rob McMorrow, said that he didn’t thinks there was much to pick between Mindfulness and Meditation. Not sure about that but there is certainly an overlap.

The problem starts to arise when we are then told that Mindfulness is the answer to all the world’s ills. And that is pretty much what some of us were told by the Maharishi Mahesh Yogi a long time ago. And many people did pick up the concept. Not sure that I have noticed a reduction in the world’s ills. Perhaps it’s a great concept but not necessarily for everybody. And if not for everybody then for whom?

Well we have been given some help here.

Mario Wenzel and his colleagues at the Institute of Psychology at the Johannes Gutenberg University in Mainz in Germany, has published what could be a big step forward.

The paper is titled “Curb your neuroticism – Mindfulness mediates the link between neuroticism and subjective well-being. ” And buried in that title is a really important answer.

This paper is a beauty. In its eight pages of fine writing they describe a couple of studies that tried to find out just what Mindfulness does. And they look at how it interacts with two well-known concepts, “Subjective Well Being” (or SWB) and “Emotionality” (well they called it Neuroticism – same thing). SWB is basically how you feel about yourself. They looked at other research into Mindfulness and into the effect of Emotionality on a person’s life. And they found some simple things: 1. People who are more Emotional (Emotionality is higher) tend to have a lower sense of wellbeing (lower SWB) 2. Learning to be Mindful can improve your sense of wellbeing (SWB goes up) 3. Emotionality is linked to lower base levels of Mindfulness. i.e. Emotional people are, naturally, less Mindful.

But, Emotionality is not something we can change easily if at all. But Mindfulness is trainable. If we put these three together the result is that: 1. People with higher levels of Emotionality have a lower sense of wellbeing. That’s just life.

2. If we train people in Mindfulness techniques then the impact of Emotionality is reduced significantly and their sense of wellbeing improves.

3. And from there we do know that people with a better sense of wellbeing (higher SWB) also tend to be more engaged, more satisfied, happier at work and less likely to suffer burnout or workaholism.

And there’s lots of other things that just get better.

So, if you are working with a person who has high Emotionality then you can be pretty sure that one of symptoms of this is that they tend to underrate themselves. Their “SWB” will almost certainly be lower. And as a result they will probably not perform as well as they might. But if you can teach them basic Mindfulness skills (and you don’t need to get deeply into some of the pseudo-psychospiritual stuff that some seem to espouse) then this will help them to feel better about themselves (SWB goes up) and the world is suddenly a better and more successful place.

If they have low Emotionality then remember that they already think they are pretty hot stuff and in control of the world and their place in it, so I would question whether they are going to get much benefit from the Mindfulness concept.

In your business The topic of Mindfulness and Resilience are widely discussed.

Here are a number of links to the current industry thinking: THE PATH TO RESILIENCE A new video series released by Harvard on building resilience in children and adults Link: http://bit.ly/1Kux4G4 A 10 MINUTE MEDITATION TO HELP WITH CONFLICT AT WORK There are few things at work as stressful as feeling that you can’t communicate with someone who has an impact on how well you do your job and on the quality of your experience at work.

Link: http://bit.ly/1HPUfwD HOW SUCCESSFUL PEOPLE HANDLE STRESS University of Florida psychologist Tim Judge and his colleagues have shown overwhelmingly that people who feel that they control the events in their lives (more than the events control them) and are confident in their abilities end up doing better on nearly every important measure of work performance.

Link: http://onforb.es/1IYCImy

Do Opposites Attract? insert sub text item Facet5 Global Research

Everyone’s heard the expression “opposites attract”, but is it really true? Well, according to the results of a personality profiling survey

by Facet5, it is – most of the time. The study, which looked at 173 couples and compared them against the same number of randomly selected pairs, examined different

of institutional knowledge and organisational focus.

Facet5 measures an individual’s ‘Will’, ‘Energy’, ‘Affection’, ‘Control’ and ‘Emotionality’, which have been identified as the basic building blocks of people’s personalities. The Facet5 profile reveals a person’s

Everyone’s heard the expression “opposites attract”, but is it really true? Well, according to the results of a personality profiling survey

by Facet5, it is – most of the time. aspects of their behaviours, using the “Big 5 Theory of Personality” around which the Facet5 profiling system is based.

In most cases, couples show that successful relationships are more common between two people with very different personalities – apart from one very important exception.

Indirect costs include the loss

underlying preferences, how they like to interact with others and behave, and how others may perceive them.

Will concerns a person’s drive and determination; Energy is their sociability and need for the company of others.

Affection deals with trust and relationships, while Control, just as it sounds,

reflects a person’s need to take an active role in what happens around them, their organisation, and need for structure.

Emotionality is our over arching response to the world around us, our inner voice. Our Emotionality has a bearing on all the other factors, exaggerating or reducing the extent to which we under or overreact to events around us.

It seems that introverts can rub along quite nicely with

are often quite happy alongside those with much less conviction; in fact, often it’s these very different behaviours which attract us to each other. These differences can of course cause frustrations, but people who are very different in certain ways are often highly compatible.

However, there is one aspect of our characters that needs to be pretty well aligned for us to be happy together long term – and that’s our Affection.

So when it comes to love, which opposites will make the sparks fly in a good way – and which ones are the deal-breakers? extroverts, and the really organised, structured types can cope with a bit of chaos in their lives. The creative and chaotic among us can welcome a little order, and the bold decision-makers

Perhaps it’s unsurprising that it’s the way we view our relationships with others, and the value we place on those relationships, that matters the most. Someone trusting, caring and helpful is much

less likely to be compatible in the longer term with someone who takes a tougher, harsher view of others; someone who doesn’t jump to help a stranger or who is quite cynical in their outlook of other people. Those with a more pragmatic outlook may get frustrated perceived softness and an excessively forgiving nature.

It’s our values and our shared views of the world around us and how we perceive others that can make or break a relationship.

So while many differences can turn up the heat on a relationship and even help it last, not all opposites attract.

Click or Scan

In your business Coaching: The research offers insights into the valuable role of Affection in creating and maintaining successful relationships. Coaches and facilitators can use the findings to assist in the analysis of inter personal conflict and relationships of individuals in coaching and 360 feedback scenarios Team Dynamics: Through understanding the impact of these findings on team relationships and corresponding performance, team members can look to actively leverage different or opposing styles to be more effective and highlight the level of harmony or discord and its sources within a team.

Engagement & Fit with Organisations Values: Engagement programmes look to align employees to organisational values and culture.

Understanding the role of Affection and the relationship to enduring professional relationships may have an impact on organisational engagement approaches and corresponding activities.

With 32 Partners in over 40 countries, we speak your language and understand your region.

Start a conversation with us today about realising the potential of your business.

WWW.FACET5GLOBAL.COM

PHONE: +134 566 7566 • 566 7588 • 566 7799 WEBSITE: www.designfreebies.org