YOU,KNOW,YOUR,amp,#39,WORK-STY business, insurance DO YOU KNOW YOUR 'WORK-STYLE'?

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We each have a preferred 'working-style'. It is reflected in what weneed to find satisfaction in our jobs and which positions fit us well.Often, though, we may have entered a field or particular work environmentthat simply does not match our style. How would you know if this is true for you? There are many indicators.Foremost among them is that you go home from work each day...EACHday...feeling frustrated. You may not even be able to pinpoint what it isabout your work that leaves you with this feeling but, it's there...and it'smounting. A close second to frustration is the reluctance to go to work in themorning. Sounds simple, doesn't it? This is more than your garden varietyreluctance. It persists. Sunday nights a cloud seems to be gathering overyour head as you consider Monday morning. You may feel tension rising inyour body. You know, your shoulders making their way persistently towardsyour ear lobes. You feel misunderstood or undervalued at work. Although you bringexcellent skills and experience to the company, you are asked to do thingsthat do not allow you to shine...repeatedly. Certainly, you know that youmust continuously develop and adapt your style to fit changing economic,legal and workplace cultures. If you are asked to change, your style,though, you may very well be in the wrong place for your success andwell-being. Sometimes, you may need to shift your style to meet the needs of certainsituations. Though uncomfortable, everyone needs to be somewhat flexiblemost of the time. The good news about generally retaining your flexibilityis that when you do need to remain firm, folks know you are very serious.This is a good thing. What needs do you want met by your work? Of course, each style has itschallenges and 'stretches'. Let's look at four major styles. Do you prefer to be the visionary? You like to have a new idea, think itthrough until you know that it can be accomplished and, then, pass it on tosomeone else to do. If so, it is likely that you are also intolerant ofexcuses or reasons why deadlines for its completion are not met. True? Do you really like to sink your teeth into an issue and wrestle it to theground? You like to gather facts and parameters and create solutions todifficult problems. If so, it is also likely that you are also a bit of aperfectionist, unwilling to say that you are finished with your solution.Why? Because, with just a few more facts, you could find a more perfectsolution. Are you at your best when you are establishing and nurturingrelationships? You consider yourself a real 'people person' and you will goout of your way to find solutions that keep the most people happy. You arevery uncomfortable if folks around you are not kept happy. If so, it islikely, too, that you find it difficult to make tough decisions regardingclients’ and co-worker's needs and wants. Do you like to be the one who collects and conserves the facts, theresearch, the background for a project or department? Folks have to cometo you for answers, and, they can depend on you to have them at hand. Ifso, it is likely that you would prefer there to be no one else who couldprovide them but you. Your power can be exercised then by withholdinginformation. Each of these styles is important, unique and necessary. We need folkswho keep others happy. We need folks who love to solve problems. We needfolks who hold the vision. We need folks who conserve the information.These are styles. Meeting these needs drives us to do our best work.Great! So, what's the problem? Problems arise when a person whose main concern is happy relationships isasked to move into a position where they will have little interaction withothers. Or, a person who prefers searching for facts is required to moveinto sales. Sometimes, folks are asked to move into managerial positionswhen they are far happier being employees. Consider this scenario. Kevin wasa ten-year employee with a manufacturing firm. Everyone loved Kevin. He waspersonable, friendly and easy to get along with in his positions as both anemployee and a project leader. After he was promoted to project manager, Kevin found that he was feelinganxious more often and folks seemed to be a little less friendly towardshim. He thought it might improve with time, but it did not. Kevin wasconcerned and felt great internal conflict while trying to keep everyonehappy: his boss, his leaders, his customers and his staff. The moremanagerial decisions required of him, the greater the conflict he felt. Hishealth was suffering and his disappointment was growing. Here he thoughtthat he had been rewarded with this promotion and yet he began to dreadgoing to work each morning. What was happening? Kevin's greatest driver at work was hisrelationships. Being able to see needs and fill them, to nurturerelationships, to keep his finger on the 'people pulse' of the organizationwas fulfilling to him. He did it very well and it had its own rewards. Asa manager, he was asked to be more oriented to deadlines and bottom linesthan to interpersonal relationships. Sometimes he had to make unpopulardecisions. He hated that. It flew in the face of his great need tomaintain and retain healthy relationships. Kevin was simply in the wrongposition. Kevin suffered from an internal work-style war. He may have wanted anddeserved the promotion, however, it was the wrong one for him. To beeffective as a manager in that situation, he would have to stretch his stylegreater than his comfort zone. He could well be an effective manager inanother situation. In my consulting and training work, I have an excellent, new instrumentthat quickly assesses work-style. It is so efficient that it is takenonline in seven minutes with immediate feedback by email. This has made agreat difference to many work groups. A great feature is that theinstrument* was developed in the workplace by consultants working to turnaround over two hundred companies on the brink of bankruptcy. It ispractical and proven to make a positive impact on the ways peoplework...and, work together. As you think about your needs and motivators, what comes to mind? Whenyou clearly know what those needs are you can assess your current careerpath. Take the time to investigate. You could be happier, healthier, moreeffective and productive. Know and honor your preferred work-style.* If you would like to take this instrument or bring it into your company,please contact me at mailto:[email protected]