SlideShare a Scribd company logo
1 of 3
Interpersonal Skills for the Technical/Left Brain Thinker: Bridging the Gap Generationally,
Intellectually and with Flexibility while Creating an Improved Model of Business Excellence in the
Workplace--The Sloan Award by Renee M. Alfieri, Executive Leadership Coach & HR Consultant,
Empowering Inquiry by Renee, LLC. www.empoweringinquiry.com | 516-809-6294 |
Renee@Empoweringinquiry.com
How many times today do we hear “They really know what they are doing technically,
but they simply have no people skills” during the discussion of a coworker’s career?
We would like to have the best of both worlds—good technical skills and good people
skills—but a survey of today’s managers quickly concludes it is all too rare we find
such an individual. Why?
Though companies base 80% of their hiring decision on the technical skills —
education, skills, training and experience—85% of turnover is due to BEHAVIORAL
incompatibility--as it relates also to Emotional Intelligence! Today, we are seeing
that EQ (Emotional Quotient) is far surpassing IQ (Intellectual Quotient in terms of
those that are succeeding in their careers versus those that are lower on Emotional
Intelligence are derailing much faster. That is, we hire people whose technical skills
are sufficient, but we fail to identify or analyze the people skills required. Compounding
the problem is that the behavioral style most comfortable for the more technical
positions is naturally less comfortable in the people skills department. That is, what
makes a person enjoy technical work is the desire to look at “things” logically (versus
emotionally). If we are logical, we make a decision by first, gathering all the facts. Then
we study and analyze the data, research, test, check the details, and finally make a
decision that is incapable of being incorrect. The most important goal is to be correct,
the biggest fear—to be wrong!
Other styles may value beating deadlines at all costs, keeping people happy and
motivated, keeping things the same to avoid conflict. But to the more technical people -
being correct and accurate takes all precedent—it’s only logical.
Most people who view “things” very logically also view “people” the same way. While
most Americans fall into the group that views “people” (as well as “things”) emotionally,
most technicians view both people and things logically. This influences the way they
both perceive and communicate with others. Instead of the emotional factors of
optimism, warmth, enthusiasm, inspiration and extroversion, they have the logical
factors of reflection, facts, incisiveness and skepticism (matter-of-fact). “People might
talk a good game, but prove it to me; actions speak louder than words.” Since they
assume that this approach is logical, and therefore correct and appropriate, they are
surprised when others describe them as somewhat aloof or cold. This further illustrates
that "left-brain thinking" is being challenged more and more today by "right-brain--
creative thinking/emotional types." We need to embrace a "whole brain approach, and,
as we are seeing today, businesses are failing--those especially that are following rigid
parameters of procedural, entrenched rules and regulations, and processes that are so
rigid--a right-brain/creative type slowly dies in their seat or, resigns from their
management regime--not quite the company for them!
They can point to the good relationships they do have, but further examination usually
reveals that those relationships are limited to others with their same style - other
engineers, scientists, computer enthusiasts, auditors, and quality control people. They
indeed share the common value of a drive to always be logical—perfection.
Relationships outside their styles are far more uncommon and usually the result of
friends of a spouse or relative of different style.
The technician’s lack of people skills can be self-correcting within his/her own natural
behavioral style - a style which requires gathering and analyzing data. The technician
gathers and analyzes input on behavioral styles different than his/her own to
understand how to better communicate with and motivate others.
Learning how to identify different styles and how to adjust their styles to better communicate and
motivate is the prime directive. That is why companies such as Google and Ernst & Young, are doing
relatively well in Recruiting practices and are seen as Companies of Choice. People "want" to work at
these companies since, they are creative, out-of-the box thinkers at the highest seat of Leadership in
walking the talk and doing the things that my Generation X had been taught while in college--about
challenging the Baby Boomer's autocratic stance at top-down management and leading a future with
promise of a more participative approach. While I am not advocating for one versus the other, I am
imploring the business world to accept some of its failure in missing the opportunity to unite a force of
cultural creatives with the logical thinking that together when tied into a mission statement and driven
through performance management and MBO's can become the culture that wins!
Remember, the millennial's are a breed unto their own--in order to harness their energy and creativity
and intelligence, micro-managing them and "clocking" their time is not going to work! We need to
approach the future in business and industry by allowing a more flexible environment in which we truly
respect the people we hire for their intelligence and capability, versus, babysitting and performancing-out
our own managerial mistakes.
I had attended the NAMC Work/Life Conference -- Sustaining Business, Family & Life on Long Island
-- at The Crest Hollow Country Club on Friday, November 6, 2008 in which it was amply discussed that,
we need to reach employees where they are at! If we continue to ignore that the newer generations are
not as inclined to "do it" the same way "we"--their predecessors did--nor should we expect that since, we
are encouraging people to think for themselves and to create--we will alienate them and not be able to
retain a consistent workforce, making employee engagement an anachronism and oxymoron! The
discussion ensued about how we disintegrate employee's pride, hope and faith for a new tomorrow
when we refuse to allow people to have the creative freedom of a virtual workplace or compressed
workweeks, or flexible scheduling in order to allow employee's to refuel themselves, feel appreciated
and to continue to create while feeling more balanced with a less restrictive work environment.
Lastly, we need to promote organizations to recognize this very important factor in creating
balance and reducing stress, while allowing our creative folks to grow and prosper and not be
confined to the left-brain, baby-boomer mentality as the only modality of being considered a
"top-performer." We often speak about 'face-time" in the office and that you need to be the first
one in and the last one out in order to be considered a true "fast-tracker" or someone that is
considered worthy of promoting.
I want to point out to all businesses, large and small alike, your HR Team and Leadership need
to consider getting local and national visibility for your efforts to use flexibility to enhance
productivity, recruitment and retention in a global, four-generation workforce.
Nominate your organization by completing an on-line application for The Sloan Award for
Business Excellence in Workplace Flexibility. KPMG - Long Island and Deloitte both are
Award winners!
Go to www.whenworkworks.org for model programs created by Sloan Award winners, research
findings and tips for managers and employees. The on-line application will be available from
this site in January, 2009. Awards will be announced by NAMC later in the year. Send an
email to: sloanawardli@gmail.com for more information about the award on Long Island--let's
grow as a nation--and not keep it silowed.
__._,_.___
.
__,_._,___

More Related Content

What's hot

December 2013- Industry Insights - Leadership survey
December 2013- Industry Insights - Leadership surveyDecember 2013- Industry Insights - Leadership survey
December 2013- Industry Insights - Leadership surveyConfiance Australia
 
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
 
HR Dilemmas in Professional Associations
HR Dilemmas in Professional AssociationsHR Dilemmas in Professional Associations
HR Dilemmas in Professional AssociationsTimMcConnellHRC
 
Concept Schools Leading from the Heart
Concept Schools Leading from the HeartConcept Schools Leading from the Heart
Concept Schools Leading from the HeartGeorge Brymer
 
Xeipion Presentation Corporate
Xeipion Presentation   CorporateXeipion Presentation   Corporate
Xeipion Presentation CorporateRichard W Burke
 
The High Potential Leader
The High Potential LeaderThe High Potential Leader
The High Potential LeaderGMR Group
 
Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Kelly Services
 
PlanDo Emerging Trends June 2015
PlanDo Emerging Trends June 2015PlanDo Emerging Trends June 2015
PlanDo Emerging Trends June 2015Anne Moore
 
Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Kelly Services
 
Retaining Employees in the Upturn
Retaining Employees in the UpturnRetaining Employees in the Upturn
Retaining Employees in the Upturnkatesweetman
 
Organizations and Individuals That Have Invented New Tools for New Times
Organizations and Individuals That Have Invented New Tools for New TimesOrganizations and Individuals That Have Invented New Tools for New Times
Organizations and Individuals That Have Invented New Tools for New TimesPaul Schumann
 
HR - trends and advisory (March update)
HR - trends and advisory (March update)HR - trends and advisory (March update)
HR - trends and advisory (March update)Natalia Berdyeva
 
Entrepreneurship Weeks 1&2 Ethan Chazin
Entrepreneurship Weeks 1&2 Ethan ChazinEntrepreneurship Weeks 1&2 Ethan Chazin
Entrepreneurship Weeks 1&2 Ethan ChazinEthan Chazin MBA
 
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Bill Jensen
 
Startup | the impact of CEOs achieving superstar status on the performance of...
Startup | the impact of CEOs achieving superstar status on the performance of...Startup | the impact of CEOs achieving superstar status on the performance of...
Startup | the impact of CEOs achieving superstar status on the performance of...Massimiliano Caruso
 
HR Trends & HR Education
HR Trends & HR EducationHR Trends & HR Education
HR Trends & HR EducationTom Haak
 
ASEAN Leadership Model (research funded by SMU Executive Development)
ASEAN Leadership Model (research funded by SMU Executive Development)ASEAN Leadership Model (research funded by SMU Executive Development)
ASEAN Leadership Model (research funded by SMU Executive Development)Michael Netzley, Ph.D.
 
The expert as leader - stories from our latest research - webinar
The expert as leader - stories from our latest research - webinarThe expert as leader - stories from our latest research - webinar
The expert as leader - stories from our latest research - webinarRoffey Park
 

What's hot (20)

December 2013- Industry Insights - Leadership survey
December 2013- Industry Insights - Leadership surveyDecember 2013- Industry Insights - Leadership survey
December 2013- Industry Insights - Leadership survey
 
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...
 
HR Dilemmas in Professional Associations
HR Dilemmas in Professional AssociationsHR Dilemmas in Professional Associations
HR Dilemmas in Professional Associations
 
Concept Schools Leading from the Heart
Concept Schools Leading from the HeartConcept Schools Leading from the Heart
Concept Schools Leading from the Heart
 
Xeipion Presentation Corporate
Xeipion Presentation   CorporateXeipion Presentation   Corporate
Xeipion Presentation Corporate
 
The High Potential Leader
The High Potential LeaderThe High Potential Leader
The High Potential Leader
 
Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?
 
PlanDo Emerging Trends June 2015
PlanDo Emerging Trends June 2015PlanDo Emerging Trends June 2015
PlanDo Emerging Trends June 2015
 
Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?
 
Retaining Employees in the Upturn
Retaining Employees in the UpturnRetaining Employees in the Upturn
Retaining Employees in the Upturn
 
Creating a Purpose-Driven Organisation
Creating a Purpose-Driven Organisation Creating a Purpose-Driven Organisation
Creating a Purpose-Driven Organisation
 
Organizations and Individuals That Have Invented New Tools for New Times
Organizations and Individuals That Have Invented New Tools for New TimesOrganizations and Individuals That Have Invented New Tools for New Times
Organizations and Individuals That Have Invented New Tools for New Times
 
HR - trends and advisory (March update)
HR - trends and advisory (March update)HR - trends and advisory (March update)
HR - trends and advisory (March update)
 
Entrepreneurship Weeks 1&2 Ethan Chazin
Entrepreneurship Weeks 1&2 Ethan ChazinEntrepreneurship Weeks 1&2 Ethan Chazin
Entrepreneurship Weeks 1&2 Ethan Chazin
 
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.
Future of Work: 2015-2020: Unleashing You. Making the Future Work. Now.
 
Startup | the impact of CEOs achieving superstar status on the performance of...
Startup | the impact of CEOs achieving superstar status on the performance of...Startup | the impact of CEOs achieving superstar status on the performance of...
Startup | the impact of CEOs achieving superstar status on the performance of...
 
HR Trends & HR Education
HR Trends & HR EducationHR Trends & HR Education
HR Trends & HR Education
 
ICPM high_performance_org
ICPM high_performance_orgICPM high_performance_org
ICPM high_performance_org
 
ASEAN Leadership Model (research funded by SMU Executive Development)
ASEAN Leadership Model (research funded by SMU Executive Development)ASEAN Leadership Model (research funded by SMU Executive Development)
ASEAN Leadership Model (research funded by SMU Executive Development)
 
The expert as leader - stories from our latest research - webinar
The expert as leader - stories from our latest research - webinarThe expert as leader - stories from our latest research - webinar
The expert as leader - stories from our latest research - webinar
 

Similar to Left Brain, Right Brain, Flexibility, Business Excellence

360HR Knowledge Guide - The Science of Selection
360HR Knowledge Guide - The Science of Selection360HR Knowledge Guide - The Science of Selection
360HR Knowledge Guide - The Science of SelectionDi Pass
 
1 mining for hidden human potential
1 mining for hidden human potential1 mining for hidden human potential
1 mining for hidden human potentialmikegggg
 
15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing Teams15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing TeamsDavid Hassell
 
Summary of my new book The High Performance Organization
Summary of my new book The High Performance OrganizationSummary of my new book The High Performance Organization
Summary of my new book The High Performance OrganizationJan-Dirk den Breejen ∴
 
Summary of my book The High Performance Organisation (2017 edition)
Summary of my book The High Performance Organisation (2017 edition)Summary of my book The High Performance Organisation (2017 edition)
Summary of my book The High Performance Organisation (2017 edition)Jan-Dirk den Breejen ∴
 
Hire for Culture Fit - What It Means And How To Do It Right
Hire for Culture Fit - What It Means And How To Do It RightHire for Culture Fit - What It Means And How To Do It Right
Hire for Culture Fit - What It Means And How To Do It RightAlexander Mann Solutions
 
78 Harvard Business Review July–August 2008 hbr.org.docx
78   Harvard Business Review    July–August 2008    hbr.org.docx78   Harvard Business Review    July–August 2008    hbr.org.docx
78 Harvard Business Review July–August 2008 hbr.org.docxevonnehoggarth79783
 
LHH ( LEE HECHT HARRISON ) Emotional intelligence Report
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportLHH ( LEE HECHT HARRISON ) Emotional intelligence Report
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportMichal Hatina
 
9 things you need to do to build your dream team
9 things you need to do to build your dream team9 things you need to do to build your dream team
9 things you need to do to build your dream teamNaomi Simson
 
HR SKILLS OF THE FUTURE
HR SKILLS OF THE FUTURE HR SKILLS OF THE FUTURE
HR SKILLS OF THE FUTURE MojizAbbas5
 
Being The Change You Want To See In Hr
Being The Change You Want To See In HrBeing The Change You Want To See In Hr
Being The Change You Want To See In Hrsusanpenn1
 
Recruiting and Managing Millennials
Recruiting and Managing MillennialsRecruiting and Managing Millennials
Recruiting and Managing MillennialsLucas Group
 
Classical Approach And Human Relations Approach
Classical Approach And Human Relations ApproachClassical Approach And Human Relations Approach
Classical Approach And Human Relations ApproachCarolina Cardona
 
What are the keys to success
What are the keys to successWhat are the keys to success
What are the keys to successAbhishek Saha
 
Experienced Worker New Version Revised 3.2.2011
Experienced Worker New Version   Revised 3.2.2011Experienced Worker New Version   Revised 3.2.2011
Experienced Worker New Version Revised 3.2.2011mythicgroup
 
MBC Closing the Skill Gap
MBC Closing the Skill GapMBC Closing the Skill Gap
MBC Closing the Skill GapMike Barnes
 
Destruction & Restoration of Culture
Destruction & Restoration of CultureDestruction & Restoration of Culture
Destruction & Restoration of CultureWayne Dyson
 
Destruction & Restoration of Culture
Destruction & Restoration of CultureDestruction & Restoration of Culture
Destruction & Restoration of CultureWayne Dyson
 

Similar to Left Brain, Right Brain, Flexibility, Business Excellence (20)

360HR Knowledge Guide - The Science of Selection
360HR Knowledge Guide - The Science of Selection360HR Knowledge Guide - The Science of Selection
360HR Knowledge Guide - The Science of Selection
 
Follow This Path
Follow This PathFollow This Path
Follow This Path
 
1 mining for hidden human potential
1 mining for hidden human potential1 mining for hidden human potential
1 mining for hidden human potential
 
15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing Teams15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing Teams
 
Summary of my new book The High Performance Organization
Summary of my new book The High Performance OrganizationSummary of my new book The High Performance Organization
Summary of my new book The High Performance Organization
 
Summary of my book The High Performance Organisation (2017 edition)
Summary of my book The High Performance Organisation (2017 edition)Summary of my book The High Performance Organisation (2017 edition)
Summary of my book The High Performance Organisation (2017 edition)
 
Hire for Culture Fit - What It Means And How To Do It Right
Hire for Culture Fit - What It Means And How To Do It RightHire for Culture Fit - What It Means And How To Do It Right
Hire for Culture Fit - What It Means And How To Do It Right
 
78 Harvard Business Review July–August 2008 hbr.org.docx
78   Harvard Business Review    July–August 2008    hbr.org.docx78   Harvard Business Review    July–August 2008    hbr.org.docx
78 Harvard Business Review July–August 2008 hbr.org.docx
 
LHH ( LEE HECHT HARRISON ) Emotional intelligence Report
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportLHH ( LEE HECHT HARRISON ) Emotional intelligence Report
LHH ( LEE HECHT HARRISON ) Emotional intelligence Report
 
9 things you need to do to build your dream team
9 things you need to do to build your dream team9 things you need to do to build your dream team
9 things you need to do to build your dream team
 
HR SKILLS OF THE FUTURE
HR SKILLS OF THE FUTURE HR SKILLS OF THE FUTURE
HR SKILLS OF THE FUTURE
 
Being The Change You Want To See In Hr
Being The Change You Want To See In HrBeing The Change You Want To See In Hr
Being The Change You Want To See In Hr
 
Psychology Within Recruitment
Psychology Within RecruitmentPsychology Within Recruitment
Psychology Within Recruitment
 
Recruiting and Managing Millennials
Recruiting and Managing MillennialsRecruiting and Managing Millennials
Recruiting and Managing Millennials
 
Classical Approach And Human Relations Approach
Classical Approach And Human Relations ApproachClassical Approach And Human Relations Approach
Classical Approach And Human Relations Approach
 
What are the keys to success
What are the keys to successWhat are the keys to success
What are the keys to success
 
Experienced Worker New Version Revised 3.2.2011
Experienced Worker New Version   Revised 3.2.2011Experienced Worker New Version   Revised 3.2.2011
Experienced Worker New Version Revised 3.2.2011
 
MBC Closing the Skill Gap
MBC Closing the Skill GapMBC Closing the Skill Gap
MBC Closing the Skill Gap
 
Destruction & Restoration of Culture
Destruction & Restoration of CultureDestruction & Restoration of Culture
Destruction & Restoration of Culture
 
Destruction & Restoration of Culture
Destruction & Restoration of CultureDestruction & Restoration of Culture
Destruction & Restoration of Culture
 

More from Renee Alfieri

Liu Brooklyn Genos Overview#2 (Recruitment)
Liu Brooklyn Genos Overview#2 (Recruitment)Liu Brooklyn Genos Overview#2 (Recruitment)
Liu Brooklyn Genos Overview#2 (Recruitment)Renee Alfieri
 
Liu Brooklyn Genos Overview #1
Liu Brooklyn Genos Overview #1Liu Brooklyn Genos Overview #1
Liu Brooklyn Genos Overview #1Renee Alfieri
 
Manpower Q1 2009 Press Release
Manpower Q1 2009 Press ReleaseManpower Q1 2009 Press Release
Manpower Q1 2009 Press ReleaseRenee Alfieri
 
De Stress Kit Heart Math
De Stress Kit Heart MathDe Stress Kit Heart Math
De Stress Kit Heart MathRenee Alfieri
 
Career Development Questionnaire
Career Development QuestionnaireCareer Development Questionnaire
Career Development QuestionnaireRenee Alfieri
 
Four Leadership Languages
Four Leadership LanguagesFour Leadership Languages
Four Leadership LanguagesRenee Alfieri
 
Mega Trends Report 2008
Mega Trends Report 2008Mega Trends Report 2008
Mega Trends Report 2008Renee Alfieri
 
5occ Corporate Flyer
5occ Corporate Flyer5occ Corporate Flyer
5occ Corporate FlyerRenee Alfieri
 
Genos Capabilities Brochure Us
Genos Capabilities Brochure UsGenos Capabilities Brochure Us
Genos Capabilities Brochure UsRenee Alfieri
 
Career Strategy Checklist
Career Strategy ChecklistCareer Strategy Checklist
Career Strategy ChecklistRenee Alfieri
 
The Naked Face Nl Particle
The Naked Face Nl ParticleThe Naked Face Nl Particle
The Naked Face Nl ParticleRenee Alfieri
 
So Youre A Player Do You Need A Coach[1]
So Youre A Player Do You Need A Coach[1]So Youre A Player Do You Need A Coach[1]
So Youre A Player Do You Need A Coach[1]Renee Alfieri
 
Mnyccpoa Jan09progarev
Mnyccpoa Jan09progarevMnyccpoa Jan09progarev
Mnyccpoa Jan09progarevRenee Alfieri
 
Clipper Magazine Proof
Clipper Magazine ProofClipper Magazine Proof
Clipper Magazine ProofRenee Alfieri
 
How To Manage Your Career 0002
How To Manage Your Career 0002How To Manage Your Career 0002
How To Manage Your Career 0002Renee Alfieri
 
Compass Life Balance Kit
Compass Life Balance KitCompass Life Balance Kit
Compass Life Balance KitRenee Alfieri
 

More from Renee Alfieri (20)

Liu Brooklyn Genos Overview#2 (Recruitment)
Liu Brooklyn Genos Overview#2 (Recruitment)Liu Brooklyn Genos Overview#2 (Recruitment)
Liu Brooklyn Genos Overview#2 (Recruitment)
 
Liu Brooklyn Genos Overview #1
Liu Brooklyn Genos Overview #1Liu Brooklyn Genos Overview #1
Liu Brooklyn Genos Overview #1
 
Manpower Q1 2009 Press Release
Manpower Q1 2009 Press ReleaseManpower Q1 2009 Press Release
Manpower Q1 2009 Press Release
 
De Stress Kit Heart Math
De Stress Kit Heart MathDe Stress Kit Heart Math
De Stress Kit Heart Math
 
Career Development Questionnaire
Career Development QuestionnaireCareer Development Questionnaire
Career Development Questionnaire
 
Four Columns
Four ColumnsFour Columns
Four Columns
 
Four Leadership Languages
Four Leadership LanguagesFour Leadership Languages
Four Leadership Languages
 
Mega Trends Report 2008
Mega Trends Report 2008Mega Trends Report 2008
Mega Trends Report 2008
 
Transferable Skills
Transferable SkillsTransferable Skills
Transferable Skills
 
5occ Corporate Flyer
5occ Corporate Flyer5occ Corporate Flyer
5occ Corporate Flyer
 
Holland Codes
Holland CodesHolland Codes
Holland Codes
 
Genos Capabilities Brochure Us
Genos Capabilities Brochure UsGenos Capabilities Brochure Us
Genos Capabilities Brochure Us
 
Career Strategy Checklist
Career Strategy ChecklistCareer Strategy Checklist
Career Strategy Checklist
 
The Naked Face Nl Particle
The Naked Face Nl ParticleThe Naked Face Nl Particle
The Naked Face Nl Particle
 
So Youre A Player Do You Need A Coach[1]
So Youre A Player Do You Need A Coach[1]So Youre A Player Do You Need A Coach[1]
So Youre A Player Do You Need A Coach[1]
 
Interviewingfor Dol
Interviewingfor DolInterviewingfor Dol
Interviewingfor Dol
 
Mnyccpoa Jan09progarev
Mnyccpoa Jan09progarevMnyccpoa Jan09progarev
Mnyccpoa Jan09progarev
 
Clipper Magazine Proof
Clipper Magazine ProofClipper Magazine Proof
Clipper Magazine Proof
 
How To Manage Your Career 0002
How To Manage Your Career 0002How To Manage Your Career 0002
How To Manage Your Career 0002
 
Compass Life Balance Kit
Compass Life Balance KitCompass Life Balance Kit
Compass Life Balance Kit
 

Recently uploaded

AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarPrecisely
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDELiveplex
 
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintEmpowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintMahmoud Rabie
 
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsIgniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsSafe Software
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.YounusS2
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxUdaiappa Ramachandran
 
OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureEric D. Schabell
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsSeth Reyes
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfDaniel Santiago Silva Capera
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxMatsuo Lab
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostMatt Ray
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Will Schroeder
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URLRuncy Oommen
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...DianaGray10
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfDianaGray10
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...Aggregage
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Brian Pichman
 

Recently uploaded (20)

AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity Webinar
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
 
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintEmpowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership Blueprint
 
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration WorkflowsIgniting Next Level Productivity with AI-Infused Data Integration Workflows
Igniting Next Level Productivity with AI-Infused Data Integration Workflows
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptx
 
OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability Adventure
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and Hazards
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptx
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
20150722 - AGV
20150722 - AGV20150722 - AGV
20150722 - AGV
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URL
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
 
20230104 - machine vision
20230104 - machine vision20230104 - machine vision
20230104 - machine vision
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )
 

Left Brain, Right Brain, Flexibility, Business Excellence

  • 1. Interpersonal Skills for the Technical/Left Brain Thinker: Bridging the Gap Generationally, Intellectually and with Flexibility while Creating an Improved Model of Business Excellence in the Workplace--The Sloan Award by Renee M. Alfieri, Executive Leadership Coach & HR Consultant, Empowering Inquiry by Renee, LLC. www.empoweringinquiry.com | 516-809-6294 | Renee@Empoweringinquiry.com How many times today do we hear “They really know what they are doing technically, but they simply have no people skills” during the discussion of a coworker’s career? We would like to have the best of both worlds—good technical skills and good people skills—but a survey of today’s managers quickly concludes it is all too rare we find such an individual. Why? Though companies base 80% of their hiring decision on the technical skills — education, skills, training and experience—85% of turnover is due to BEHAVIORAL incompatibility--as it relates also to Emotional Intelligence! Today, we are seeing that EQ (Emotional Quotient) is far surpassing IQ (Intellectual Quotient in terms of those that are succeeding in their careers versus those that are lower on Emotional Intelligence are derailing much faster. That is, we hire people whose technical skills are sufficient, but we fail to identify or analyze the people skills required. Compounding the problem is that the behavioral style most comfortable for the more technical positions is naturally less comfortable in the people skills department. That is, what makes a person enjoy technical work is the desire to look at “things” logically (versus emotionally). If we are logical, we make a decision by first, gathering all the facts. Then we study and analyze the data, research, test, check the details, and finally make a decision that is incapable of being incorrect. The most important goal is to be correct, the biggest fear—to be wrong! Other styles may value beating deadlines at all costs, keeping people happy and motivated, keeping things the same to avoid conflict. But to the more technical people - being correct and accurate takes all precedent—it’s only logical. Most people who view “things” very logically also view “people” the same way. While most Americans fall into the group that views “people” (as well as “things”) emotionally, most technicians view both people and things logically. This influences the way they both perceive and communicate with others. Instead of the emotional factors of optimism, warmth, enthusiasm, inspiration and extroversion, they have the logical factors of reflection, facts, incisiveness and skepticism (matter-of-fact). “People might talk a good game, but prove it to me; actions speak louder than words.” Since they assume that this approach is logical, and therefore correct and appropriate, they are surprised when others describe them as somewhat aloof or cold. This further illustrates that "left-brain thinking" is being challenged more and more today by "right-brain-- creative thinking/emotional types." We need to embrace a "whole brain approach, and, as we are seeing today, businesses are failing--those especially that are following rigid parameters of procedural, entrenched rules and regulations, and processes that are so rigid--a right-brain/creative type slowly dies in their seat or, resigns from their management regime--not quite the company for them! They can point to the good relationships they do have, but further examination usually
  • 2. reveals that those relationships are limited to others with their same style - other engineers, scientists, computer enthusiasts, auditors, and quality control people. They indeed share the common value of a drive to always be logical—perfection. Relationships outside their styles are far more uncommon and usually the result of friends of a spouse or relative of different style. The technician’s lack of people skills can be self-correcting within his/her own natural behavioral style - a style which requires gathering and analyzing data. The technician gathers and analyzes input on behavioral styles different than his/her own to understand how to better communicate with and motivate others. Learning how to identify different styles and how to adjust their styles to better communicate and motivate is the prime directive. That is why companies such as Google and Ernst & Young, are doing relatively well in Recruiting practices and are seen as Companies of Choice. People "want" to work at these companies since, they are creative, out-of-the box thinkers at the highest seat of Leadership in walking the talk and doing the things that my Generation X had been taught while in college--about challenging the Baby Boomer's autocratic stance at top-down management and leading a future with promise of a more participative approach. While I am not advocating for one versus the other, I am imploring the business world to accept some of its failure in missing the opportunity to unite a force of cultural creatives with the logical thinking that together when tied into a mission statement and driven through performance management and MBO's can become the culture that wins! Remember, the millennial's are a breed unto their own--in order to harness their energy and creativity and intelligence, micro-managing them and "clocking" their time is not going to work! We need to approach the future in business and industry by allowing a more flexible environment in which we truly respect the people we hire for their intelligence and capability, versus, babysitting and performancing-out our own managerial mistakes. I had attended the NAMC Work/Life Conference -- Sustaining Business, Family & Life on Long Island -- at The Crest Hollow Country Club on Friday, November 6, 2008 in which it was amply discussed that, we need to reach employees where they are at! If we continue to ignore that the newer generations are not as inclined to "do it" the same way "we"--their predecessors did--nor should we expect that since, we are encouraging people to think for themselves and to create--we will alienate them and not be able to retain a consistent workforce, making employee engagement an anachronism and oxymoron! The discussion ensued about how we disintegrate employee's pride, hope and faith for a new tomorrow when we refuse to allow people to have the creative freedom of a virtual workplace or compressed workweeks, or flexible scheduling in order to allow employee's to refuel themselves, feel appreciated and to continue to create while feeling more balanced with a less restrictive work environment. Lastly, we need to promote organizations to recognize this very important factor in creating balance and reducing stress, while allowing our creative folks to grow and prosper and not be confined to the left-brain, baby-boomer mentality as the only modality of being considered a "top-performer." We often speak about 'face-time" in the office and that you need to be the first one in and the last one out in order to be considered a true "fast-tracker" or someone that is considered worthy of promoting. I want to point out to all businesses, large and small alike, your HR Team and Leadership need to consider getting local and national visibility for your efforts to use flexibility to enhance productivity, recruitment and retention in a global, four-generation workforce. Nominate your organization by completing an on-line application for The Sloan Award for Business Excellence in Workplace Flexibility. KPMG - Long Island and Deloitte both are Award winners! Go to www.whenworkworks.org for model programs created by Sloan Award winners, research
  • 3. findings and tips for managers and employees. The on-line application will be available from this site in January, 2009. Awards will be announced by NAMC later in the year. Send an email to: sloanawardli@gmail.com for more information about the award on Long Island--let's grow as a nation--and not keep it silowed. __._,_.___ . __,_._,___