Welcome to the July 13, 2005 issue of The Total View

Published by Success Performance Solutions, Written by Ira S. Wolfe

Visit our Human Resources Blog and Perfect Labor Storm Blog where we can post daily (and more often) human resource updates, news, and Perfect Labor Storm facts. 

What's Inside:

1. Help for the Meeting-Weary Manager.

I'm not making this stuff up!

Most of us have found ourselves working on a team at one time or another. That means we have been asked to attend, and even participate, in lots of meetings. Unfortunately, few of us found these meetings to be particularly effective. Many in fact are a complete waste of valuable time and resources.

The difficulty with most meetings is that they are typically planned and run by extroverts, who do not take into account the needs of the introverts. Why is this important? Because a key diffentiating characteristic between extroverts and introverts is in the way they process information.

Extroverts will tend to "think out loud." They verbally walk themselves through the thinking process. Introverts however want to process new information on their own, in their heads, before commenting or vocalizing their thoughts.

And that's just the beginning of the problem. Extroverts do not take into account the needs of the Introverts or the way in which they prefer to process the information to be shared or discussed. Because Introverts require time on their own to process information, they are not prepared (or willing) to make decisions on items that are only being discussed fo the first time in a current meeting. All too often Extroverts bring a new topic up in a meeting, even if it's not on the agenda, and expect everyone to get engaged and act on it right away. Because the Introverts are processing the new information, they may not comment. To the Extrovert, no news is good news and this only means the Introverts must be on board.

Decision-making bias is highlighted when the meeting is controlled by the Extrovert. Extroverts view the quieter more contemplative members as:

"I just assumed that they weren't interested."
"I thought they had nothing to share or say."
"I figured they were a bit stuck up, stand-offish."

But let's not blame the Extroverts for all our meeting problems. Because Introverts prefer to process new information before speaking, they may plan the agenda and arrive at meetings thinking their decisions are foregone conclusions without ever engaging others for input or discussion. In fact, if the normally self-sufficient and reserved Introvert had his way, all meetings would occur by telephone or web conferencing or even email. The electronic meeting minimize the extra-curricular comments and diversions that occur when you put a bunch of Extroverts in a room. But like the Introvert who needs time to process, Extroverts need the opportunity to talk out loud and see who is doing the talking.

Now let's take a peek inside the Introverts' heads. What are they thinking about their group-oriented, outgoing Extroverted colleagues?

"They're all blow-hards."
"Not one of them has a clear thought in their heads."
"They don't knowwhat they're talking about."

You can see how valuable insights might be ignored or interpersonal conflicts arise when personality and behavioral styles aren't considered. When other people's behavior patterns do not match our own, it is not unusual for us to begin to "make up stuff" about why others agree or disagree.

Don't fall into the trap of making stuff up about others without even knowing you're doing it. Understand your personal style, then understand how style differences drive and bias decisions.

To learn more about Understanding Style Differences, go to:

TotalView Assessment System:

CriteriaOne DISC

2. Perfect Labor Storm Alerts #423 to #424

Don't miss day-to-day updates on Perfect Labor Storm. Save the Perfect Labor Storm blog to your favorites.

Fact #423: The statistics are stunning. Starting in 2012, nearly 10,000 Americans will turn 65 every day. Twenty percent of the population, 71 million people, will be 65 or older in 2030. The total number of Americans over age 65 and eligible for Medicare will double to over 70 million within this generation, while the population over age 85 will increase nearly five-fold, to almost 19 million, by mid-century. (Source: Social Security Administration)

Fact #424: In 1940 just a few years after the start of Social Security, only 54 percent of the population lived to 65 years old. The average remaining life expectancy for those surviving to age 65 was less than 13 years. Today, the percentage of men living to 65 is nearly 75 percent and for women it is almost 85 percent. For those who live to age 65, men are expected to live almost another 16 years and women more than 20 years. (Source: Social Security Administration)

Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today - Only $7.95.

3. "Learn to Job Fit Employees - Hire Competence, Drive Performance"

Learn how to: .

Special Fee for The Total View readers - save an $500 off our registration fee of $1695. Your fee of only $1195 from each company plus 3 days of training, workbooks, free assessments valued at $1300. Learn to identify competencies, complete a job analysis and interpret behavioral, values and personality assessments and build a structured behavioral interview.

The next Train-the-Trainer will be held from August 3-5, 2005 in Lancaster PA. Register a 2nd person** from your company at no additional cost.
Register for CriteriaOne online or call 717.291.4640.

4.  Online Self and 360 Competency Assessments

Janus Performance Management System is tailored to match individual needs by developing the competencies that are most relevant for every job.

Janus provides a comprehensive, step-by-step planning design to help manage this process effectively.

Janus not only provides a suite of goal setting and appraisal forms and templates to help this action planning process, but also helps to ensure that all reports are in plain language, complete, comprehensive, and easy-to-use.

The 36 Janus Critical Core Competencies are based on the principles of the Balanced Scorecard.

Learn more about effective performance management.

5. Manager's Pocket Guide to Effective Meetings

Learn easy, proven techniques that keep you in control of your meetings. This complete guide to effective meetings will show you how to prepare for success and end with results. It includes structured activities that keep everyone focused on your issues, practical techniques for dealing with unproductive participants, and essential considerations for high tech meetings. If you hold meetings, this book is a must!

Order Effective Meetings here.

6.  A Practical Guide to Understanding and Managing Hispanic Employees

Hispanics make up a huge percentage of the workforce in the hotel, food, manufacturing, service and many other industries. As a manager or co-worker do you understand the motives and needs behind the behaviors? Do you want to learn how to create a more inclusive environment, and how to increase your effectiveness with cross-cultural communication to get results?

Inside this book you'll learn the secrets of:

- Overcoming the biggest barriers to cross-cultural communication and collaboration.

- Customizing your message to appeal to the different types of Hispanics in your organization.

- Helping Hispanic employees work through cultural shackles that keep them from contributing and succeeding.

- Establishing long-term organizational tranformation. This is not just a passing fad linked to the current popularity of Salsa music!

- Creating an environment of mutual trust, increased business literacy, personal accountability and ownership!

And much more - Purchase Motivating Hispanic Employees..

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Syndication available - call us.