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.

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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…?

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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

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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”

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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).

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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)

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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(____)

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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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