Post on 25-Mar-2022
tim ragan | business engineer
CEO, Career Constructors
Your blueprint to professional success
Accelerating
Personal & Team Performance (for more effective BU Management)
Mission EffectivenessQuotient (MEQ)
MEQ = f(org.IQ x org.EQ)
The Work Performed (capital resource utilization)• Business processes, systems, tools• Communication & coordination protocols• Planning and managing mechanisms• “the hard stuff”…a proxy for the “IQ” of the organization
The Performers (human resource utilization)• Basic competencies, skills to perform work• Opportunities for learning & development• Remuneration, recognition, rewards• Ability to work effectively with others, collaborate• “the soft stuff”…a proxy for the “EQ” of the organization
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MEQPerformer
Engagement
(“soft stuff”)
Work Performed
(“hard stuff”)
BPR stats: as little as 25% of work “adds
real traceable value” (customer, org.)
Gallup Polls (2015/16/17): “only 30% of employees
fully engaged.."
Mission
Objective
Resource
Allocation (capital, equipment)
TeamCollaboration
Individual
Mindset/s
3
Resources (people)
PAVF Workstyle
insights as accelerator
for performance…
Describe what you see.
2020-02-204http://careerconstructors.com
DiscussionIssue
Initiate Dialogue
How conflict happens…
Conflict Arises
Slight Emotional Escalation
Large Emotional Escalation
Breakdown Due to Emotion
Problem Solving & Resolution
Components Involved
Natural Conflict
Natural Dialogue
Discussion of the Issue & Resolve the Issue
No Discussion Emotional
Issue
Discussion Issue Emotional Issue
Discussion Issue Emotional Issue
Discussion Issue Emotional Issue
FIGHT BEGINS
Defuse the Emotion
CHOICE
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Multiple “personality” tools in use today
MBTI (Myers-Briggs)
Primary Colours
DISC
Annegramm
Six Thinking Hats (de Bono)
1st ever personality tool – Hippocrates in 200 AD
The Four Humors: blood, phlegm, yellow bile and black bile
All are “observational” development toolshard scientific evidence limited; these are controversial in scientific circles
The Four Humors
The people who have red blood are friendly, they joke and laugh around about their bodies and for their appearance they are rose tinted, slightly red, and have pretty skin.
The people who have yellow bile are bitter, short tempered, daring. They appear greenish and have yellow skin.
The people who are composed of black bile are lazy, fearful, and sickly. They have black hair and black eyes.
Those who have phlegm are low spirited, forgetful, and have white hair
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Your Workstyle Dominance? Your team’s…?
2020-02-209http://careerconstructors.com
GROUP
MEMBERP
score
Ascore
Vscore
Fscore
PAVF Profile
1. Adds to 60
2. Adds to 60
3 Adds to 60
4 Adds to 60
5 Adds to 60
…n Adds to 60
Total of all columns Sum P Sum A Sum V Sum F
TEAM AVERAGE
(Sum P)/n
(# team
members)
(Sum A)/n (Sum V)/n (Sum F)/nTeam PAVF Profile
Adds to 60
Short Term Focus Long Term Focus
Eff
icie
ncy
Eff
ecti
ven
ess
10
Involved
Direct
Doing
Impatient
Rational
No-nonsense
Etc…..
Cautious
Detailing
Logical
Reflecting
Thorough
Careful
Etc…
Colourful
Brainstorming
Risk-taker
Conceptual
Outgoing
Ideas person
Etc…
Co-operative
Feeling for
others
Helpful
Interactive
By consensus
Accepting
Etc…
PAVF Strengths, Weaknesses
“I love my work! It allows me to…”
Producer – Produces, driven, disciplined, persistent, hard-working, results-orients, direct.
Analyzer – Analysis, plans ahead, thorough, organized, logical, detail-oriented
Visionary – Visions of improvements, ideas-person, risk-taker, creative, curious, dreams ahead, likes to be unique
Friend – Friendly, empathetic, engenders cooperation, people-oriented
“I certainly hope that in this job, I will not be required to….”
Producer – Have infinite patience with slow people and having to put up with non-performers
Analyzer -- To trust every stranger and to take unnecessary risks, live in chaos
Visionary -- Pay continuous attention to high detail and do a lot of repetitive tasks
Friend -- To be hard on people and getting into conflictive situations frequently
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Extreme (dysfunctional) Workstyles
( P _ _ _ )( _ _ V _ )
( _ A _ _ )( _ _ _ F )
“Bottleneck”
“Social Gadfly”
“Dreamer”
“Control Freak”
2020-02-2012http://careerconstructors.com
Incompatibilities: Conflict is inevitable… (internally & between people)
A vs. VA wants order; V thrives on chaos
P vs. VP lives in the present; V lives for the future
V vs. FV loves to be noticed; F wants to be loved
P vs. AP breaks the rules; A makes the rules
P vs. FP acts alone; F acts on consensus.
A vs. FFor A, “right” is based on facts.
For F, “right” is based on the group needs.
PA
V F
It’s a (generally) “PA” world out there…
No means
…
Yes means
…
Do we really mean the same thing?
P
Yes
No
A
Yes
Maybe
V
Maybe
No
F
Maybe
Maybe
Skewed Team Decisions
Knowing a group’s composition means we can predict how
the decision will be skewed:
EXAMPLE: PA group will confirm action (P) and details (A).
But will generally be under-represented in ideas (no V) and the human aspect (no F).
Group Composition Skewed Orientation
P Action
A Details
V Ideas
F People
Driving Effectiveness
✓ PAVF affects everybody in the organization, hence impacts every decision…..there is a mix of workstyles (PAVF) in every organization and this is needed for success.
✓ Accepting co-workers as they are will be less stressful than trying to change them….basic PAVF insights can help us understand, and thus increase, the effectiveness of our working teams
✓ There are specific approaches you can use to effectively communicate with each workstyle -- including your boss.
✓ Work to take advantage of your PAVF strengths by aligning projects with your dominant work-style.
✓ Trying to see things from their perspective (PAVF) will help you become more effective.
✓ It’s OK (and smart!) to negotiate handing something off if it doesn’t play to your strengths (PAVF).
2020-02-20 16http://careerconstructors.com
Producer
P
Analyzer
A
Visionary
V
Friend
FSome Specific
Characteristics
Task and results-
oriented, extroverted,
strong-willed, direct,
decisive, domineering,
impatient.
Analytical, detail-
oriented, logical,
thorough, patient,
disciplined, factual,
withdrawn, quiet,
reclusive, controlling.
Creative, outgoing,
enthusiastic,
persuasive, fun-loving,
flexible, spontaneous,
small attention span,
makes verbal assaults.
Amiable, devoted,
dependable, loyal, hard-
working, cooperative,
indecisive.
General Character Busy Orderly Has Ideas Cooperative
Fears Not getting it done Chaos Not being appreciated Conflict
Weaknesses in the
Extreme
Becomes a bottleneck Inaction paralysis Takes too many risks Wishy-washy
Perspective of P (views
the other personality as)
Views another P as
competition
Views A as putting too
many rules and
obstacles in the way
Views V as lacking focus
on results
Views F as dawdling, in
the pursuit of consensus
Perspective of A (views
the other personality as)
Views P as short-
circuiting process
Views another A as a
good, silent worker
Views V as a loose
cannon
Views F as too friendly,
too soft
Perspective of V (views
the other personality as)
Thinks P has no idea of
big picture
Views A as too
constricting
Views another V as
wanting too much
credit
Views F as having no
original ideas
Perspective of F (views
the other personality as)
Finds P to be too
impatient, too hard
Feels that A is too
factual
Views V as too avant-
garde
Believes that another F
offers a chance for real
conversing
Communicates On need-to-know basis By focusing on details Verbally mainly, rarely
in writing
With many others
Appreciates Hard workers People under control Those who respect me Those who get along
Likes Getting results Organizing Winning peer approval Being nice2020-02-20 17http://careerconstructors.com
PAVF Comparisons (HANDOUT)
19-Mar-2018 https://careerconstructors.com 18
Organization Evolution – PAVF Insights
NO
PE
FO
RM
AN
CE
PE
AK
PE
FO
RM
AN
CE
GROWING DYING
Wooing
(paVf)
Baby
(Pavf)
Toddler
(PaVf)
Teenager
(pAVf)
EXCELLENCE
(PAVF)
Contentment
(PAvF)
Nobility
(pAvF)
Scapegoat
(pAvf)
Sluggishness
(_A__)
Death(____)
2020-02-20 20http://careerconstructors.com
Think
“It’s all about ME.”
Your mission debrief
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Mission Debrief (exploration Q’s)
Q2: Was your team allocated sufficient resources to achieve the mission? What
assumptions did you build into your plan?
Q3: Are you fully engaged in this mission? WIIFY? What about the engagement levels of
your team members – any concerns there? Why or why not?
Q4: Given your understanding of PAVF (yours and the overall team rating), are there any
areas you would focus on to enhance overall team performance?
Q1: Was the mission clear to you? Is it
clear to all other team members? How
comfortable are you that all team
members share the same “mission
clarity”?
Takeaways from tonight…Your role as Engineering Manager:
to have your team fully aligned with the actual mission, appropriately competent & engaged, and empowered to optimize work processes to maximize MEQ.
✓ YOURSELF: do you appreciate the implications of your own work style (PAVF), your strengths and “blind spots”? What can you do to reduce your blind spots?
✓ TEAM COMPOSITION: Do you have a clear handle on the work style (PAVF) of each of your team members and their relative strengths and interests?
✓ THE MISSION (MEQ): Do you and your team members fully understand the actual mission of the team? Is there alignment of individual WIIFM’s and mission itself? Has that been an open team discussion?
✓ OPERATIONAL MODE: Are you actively exploring the work processes and ensuring they are “appropriate” in terms of adding value?
2020-02-2022http://careerconstructors.com
Questions?
E-mail Tim @ tragan@careerconstructors.com
Connect up with me via LinkedIn: tim ragan | business engineer
Thank You.
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Your blueprint to professional success
Resource links: MEQHoneywell IAC business unit targets 10x defects reduction, 5x cycle time improvement (2001):
http://www.bus.iastate.edu/nilakant/MIS538/Readings/BPR%20Case%20Honeywell.pdf
Ford Motors -- targeting 5x improvement in accounts payable (2014):
https://bprford.wordpress.com/2014/03/12/business-process-reengineering-fords-accounts-payable-case-study/
Economist Review (2009): http://www.economist.com/node/13130298
2012 Parade Magazine survey: “35% of US employees would forgo a significant pay raise in exchange for seeing their direct supervisor fired.”
July 2006 AOL study: “average US worker wasted 1.86 hours in 8 hour day (23%)”
Reported by Ottawa Citizen 6-Sep-06: “2005 study by BASEX found office distractions are up 2.1 hours/day for average worker. (26% of 8 hour day)”
2013 Technology in Management article: “How to program innovative thinking into your organization” (Tim Ragan, Oct-2013)
Slide 9
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