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Leadership

5 Tips for Entry-Level Tech Leaders to Avoid Common Mistakes

Stepping into a leadership role in the tech space might be both, an exciting and daunting experience. As an entry-level tech leader, you not only have to manage projects and technical challenges but also guide your team, lead collaboration, and make strategic decisions. The transition from Subject Matter Expert to a leader can be tricky, but with the right mindset and strategies, you can set yourself (and your team) up for success. Here are five practical tips to help you navigate the early stages of your leadership journey and avoid common mistakes, so you don’t get discouraged before things start to get going properly.   #1 Embrace the Shift from “Doer” to “Enabler”   One of the most significant challenges for new tech leaders is letting go of the “hands-on” work they were so good at as individual contributors. Sounds familiar? Leadership is not about doing all the work yourself but enabling your team to succeed. You like it or not, this shift in mindset is crucial, so you really can start doing what the leader’s role is really about. The biggest mistake here? Micromanaging or taking over tasks because you believe you can do them faster or better. Of course you do! You’ve been doing those things for months, sometimes for years, so obviously it’s in your genius zone. But by accepting the leadership position you also accepted saying goodbye to those tasks to say hello to the new ones. You can’t have both.   What you can do here? – Delegate Effectively: Identify the strengths of your team members and assign tasks accordingly. Trust them to deliver, and provide guidance only when needed. Share your knowledge and experience (if you have it), unlock bottlenecks so they can deliver work efficiently. That’s your role and effective delegation skills are essential for your success. – Focus on Outcomes, Not Processes: Instead of obsessing over how something is done, set clear expectations for the results and let your team figure out the “how.” Your how can be completely different than theirs, but it the outcome is delivered… It’s all that matters. I know that it hurts but if you are the smartest person in the room, you need to change the room. – Use tools like Trello or Asana to track progress without checking or controlling every single detail. If you can’t trust them, they won’t trust you. And this is the first step to going deep down in the rabbit hole of lack of engagement, efficiency and misery. I don’t know about you, but I don’t want to be a leader that builds that kind of environment for myself and my people.   #2 Build Culture of Open Communication   As a new leader, earning the trust of your team is essential. Without trust, collaboration suffers, and your ability to lead effectively diminishes. Open communication is the foundation of that trust, you like it or not. The biggest mistake here? Assuming that people automatically will come to you with problems. Mutual respect is to build, it doesn’t come with the leadership role itself.   What you can do here? – Be Transparent: Share the goals, direction and decision-making processes with your team. This helps them understand your priorities and align with them, and if they not, you can discuss it using data, not assumptions. – Schedule Regular 1:1s: Invest time to check in with each team member individually. Use this time to listen actively, provide feedback, and address concerns, if they occur. Make sure that both of you use the time you have, not for the monologue from your side. – Create a Contracted Space: Make contract with your team on the rules around team meetings, retrospective and innovation brainstorms. Make sure that you really walk the walk the rule of permission for making mistakes. You can even say, “Mistakes are opportunities to learn—let’s solve this together.”   #3 Prioritize Learning and Adaptability   Technology evolves rapidly, and so do the challenges of leadership. Being open to learning—both technical skills and leadership strategies—is key to staying effective and efficient. One doesn’t exist without another, and it’s about the time to make your peace with that statement. The biggest mistake here? Believing you need to have all the answers or pretending to know everything.   What you can do here? – Adopt a Growth Mindset: Treat every challenge as an opportunity to grow. If you’re unsure about something, admit it and commit to finding the answer. Come back to the team with a solution you can all discuss and learn around. Perfection doesn’t exist, only really insecure people will tell you otherwise. Building a Growth Mindset is a real thing, focusing on that will bring you a lot of benefits (professional and private ones). – Seek Mentorship: Connect with leaders more experienced than you, in your organization or outside of it. Ask questions about their leadership journey and learn from their successes and failures. You don’t need to listen to every piece of advice you’ll get from them, but choose what’s applicable to your case and move on faster. – Invest in Learning Resources: Read books on leadership, listen to podcasts, attend workshops, or take online courses. Whatever your learning preferences are, you can invest your time in being 1% better every single day. Even if it’s just 5 minutes.   #4 Set Clear Goals and Align Your Team   Without clear goals, even the most talented team can lose focus. As a leader, it’s your job to define priorities and ensure everyone is rowing in the same direction. The biggest mistake here? Overloading the team with too many objectives or failing to communicate priorities effectively.   What you can do here? – Use OKRs. Objectives and Key Results is one of my favorite method to boost the efficiency and effectiveness of a person, team and organization. Why? Because it’s not telling us “read 3 books”, it’s not a real goal. It answers the question: “SO WHAT?” you’ve read those

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13 April 2025 No Comments
Leadership

Mastering Tough Conversations: A Tech Leader’s Guide to 1:1s (That Nobody Really Wants to Lead)

As a tech leader, you’re no stranger to challenges—tight deadlines, complex projects, and ever-evolving technology are part of the job. But one of the most delicate challenges you’ll face doesn’t involve code or systems; it involves people. Leading tough conversations with employees is an essential skill that separates good leaders from great ones. Whether it’s addressing underperformance, delivering hard feedback, or navigating team conflicts, these moments can define your leadership. This guide equips you with actionable tools to lead tough conversations effectively, using a structured approach that combines contracting, Communication Intelligence (CQ), including the Process Communication Model (PCM). Let’s dive in.   When Tough Conversations Are Necessary: Scenarios You’ll Encounter   Before we get into the how, let’s identify the when. Here are common situations where a tough conversation might arise: Underperformance: An employee is consistently missing deadlines or delivering work in a quality we agreed on. Behavioral issues: A team member exhibits disruptive behavior, such as frequent conflicts with peers or unprofessional communication. Career Development: You need to inform an employee that they didn’t receive a promotion or that their role is changing. Restructuring: Delivering news about layoffs or departmental changes. Personal Concerns: Addressing sensitive issues like burnout, mental health, or personal struggles impacting performance.   Each of these scenarios requires a thoughtful approach to ensure the conversation is productive and respectful. And none of those are easy: there’s no one-size-fits-all approach so it might sound like a hell to a tech leader. But we have some algorytms that you can use to run the meeting with success.   The Framework: Contracting, CQ, and PCM   To handle these conversations effectively, use three elements to have a success no matter what kind of situation you are facing. Contracting: Establish clear agreements on three levels—administrative, professional, and psychological. You have more about the contracting itself, the levels and what to do to make sure the contract is fully covered in this article. Communication Intelligence (CQ) muscle: Flex your communication style to meet the employee where they are emotionally and mentally. Managing reactions that are always emotional (you like it or not) is our job as leaders: we need to know what triggers which behavior and what to do to overcome or address it when it appears. Process Communication Model (PCM) Framework: Tailor your approach to the employee’s personality base for maximum impact. Match the language and way of communication they need, not your favorite ones. That’s crucial for the conversation to be successful: you’re leading it for them, not for yourself.   Part 1: Contracting—Setting the Stage for Success   Contracting involves creating clarity and mutual understanding before diving into the conversation. What are the essentials of 3 levels that are inside? – Administrative Contracting: Define the logistics. Where will the meeting take place? How long will it last? What’s the agenda? Example: “Let’s meet in my office at 2 PM for 30 minutes to discuss your recent project performance.” Take care of this during and after as well. “What is the deadline to implement what we’re talking about?” – Professional Contracting: Clarify roles and expectations. Emphasize that this is a professional discussion and its goal is to find solutions, not to blame anybody for anything. Example: “My role is to provide feedback and support you in improving; I would like for your role to share your perspective and be engaged in the next steps we are going to create together during this meeting.” – Psychological Contracting: Set the emotional tone by creating a space for a person. Acknowledge that the conversation might be difficult but make sure you are focused on the positive outcome. Example: “I know this might be uncomfortable, but I want you to know this is coming from a place of support and wanting to help you succeed.”   Part 2: Flex Your CQ Muscle   Communication Intelligence (CQ) is your ability to adapt your communication style based on the situation and the other person’s needs and preferences. In tough conversations, this means balancing focus with accountability. What are the easiest 3 things that you can do as a leader to make sure you’re using your CQ muscle? – Listen Actively: Truly hear what the employee is saying without interrupting or jumping to conclusions. Make notes. Paraphrase, check if you understand as your employee intended you to. Don’t assume, ask. – Acknowledge Emotions: If the employee feels upset, angry or defensive, name the emotion without judgment. Example: “I can see this feedback is frustrating for you.” or “I understand that situation is infuriating.” Don’t underestimate the state, let it be, check what kind of information is hidden below this emotion. Use it in the solution creation phase. – Stay Calm and Focused: Keep your tone steady and avoid escalating tension, even if emotions run high. I know that’s one of the hardest things to do: most of the time we go angry when the other person is angry. We mirror each other, that’s how our brain is wired. But by being conscious of that, we can stop the automatic pattern and break it by being more mindful and goal-oriented. When you observe something like that, say to yourself: “What is the goal of this conversation? What I want to achieve here?” That kind of reminder is going to take you back to the OK-OK state and continue with more clear view of mind.     Part 3: Tailor Your Approach with PCM—Speak Their Language   The Process Communication Model (PCM) identifies six personality types, each with unique communication preferences and stress patterns. Understanding these types allows you to tailor your message effectively. Here’s a quick breakdown: Thinker: Logical, organized, values data and structure. – Approach: Be clear, factual, and provide detailed explanations. – Stress Behavior: May become overly critical or perfectionistic, attack others for lack of thinking or logical approach.   Persister: Principled, dedicated, values integrity and commitment. – Approach: Appeal to their sense of purpose and principles. – Stress Behavior: May become judgmental or

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8 February 2025 No Comments
Leadership

Communication Intelligence (CQ): A Key to the Effective Leadership

In the ever-evolving landscape of work, where collaboration and innovation are necessary to survive on the demanding market, one skill stands out as a game-changer: Communication Intelligence (CQ). As a tech leadership expert and someone deeply invested in helping leaders and teams create environments where people thrive, I cannot stress enough the importance of mastering CQ. It’s not just about talking or listening; it’s about understanding, tailoring, and connecting. Let’s dive into what CQ is, why it matters, and how we can build this skill: both as leaders and team members.   What Is Communication Intelligence (CQ)?   At its core, Communication Intelligence (CQ) is the ability to adapt your communication style to connect effectively with others. It’s about being aware of your own communication tendencies while recognizing and responding to the diverse preferences of those around you. Think of it as emotional intelligence (EQ) but focused specifically on how we exchange information, ideas, and emotions. CQ involves empathy, adaptability, and clarity. It’s not just about what you say but how you say it—and how it’s received. Mastering CQ means being intentional in your interactions and ensuring that your message resonates with the person or people on the other side.   Why Is CQ Essential for Leaders and Team Members?   In my work with leaders and teams, I often see how miscommunication can ruin even the best intentions. A lack of CQ can lead to misunderstandings, conflict, and disengagement. On the flip side, strong CQ fosters trust, collaboration, and alignment: key ingredients for both thriving teams and great business results. Here’s why CQ is crucial: #1 For Leaders: they set the tone for communication within their teams. If a leader lacks CQ, they risk alienating team members, failing to inspire, or unintentionally creating a culture of fear or confusion. Leaders with high CQ can tailor their messages to motivate diverse individuals, navigate difficult conversations with grace, and build an environment where everyone feels heard and valued.   #2 For Team Members: in a team setting, CQ helps individuals collaborate more effectively. When team members understand each other’s communication styles, they can avoid unnecessary friction and build stronger relationships. High CQ also empowers individuals to voice their ideas in ways that resonate with others, fostering innovation and mutual respect. Understanding what high CQ looks like (and what it doesn’t) is key to developing this skill. Let’s explore some examples and anti-examples.   Examples of High CQ Behaviors: – active listening: truly hearing what someone is saying without interrupting or jumping to conclusions to soon, – tailoring messaging: adapting your tone, language, or delivery based on the audience. For instance, explaining a technical concept in simple terms for a non-technical stakeholder, – understanding in action: acknowledging someone’s emotions and needs before moving to problem-solving. For example, saying, “I can see this situation has been frustrating for you” before diving into solutions, – clarity in feedback: providing constructive feedback that is specific, actionable, and framed positively. And what’s even more: giving people space to take it in and make a decision what they want to do with it (take or discard), – proactive negative conflict resolution: addressing misunderstandings early rather than letting them grow and eat people alive. And remembering that not all conflicts are bad (actually a fear of conflict is one of the 5 Dysfunctions Of The Team by Patrick Lencioni).   Anti-Examples of Low CQ Behaviors: – interrupting or talking over others: this signals a lack of respect and can shut down meaningful dialogue. It also means that you don’t care about the other person, or anything they say or think, – one-size-fits-all communication: using the same approach for everyone without considering individual preferences or needs. There’s only 17% of chances that the person next to you prefers your communication base. That’s why listening and tailoring is so important: to get the stakes higher than that, – ignoring non-verbal cues: overlooking body language or tone that suggests someone is uncomfortable or disengaged. We have 4 things we can observe: mimics, ton of voice, gestures and posture. Ignoring those non-verbal imformation is going to cost us a lot, – defensiveness in feedback: reacting negatively when receiving constructive criticism instead of seeking to understand, ask more questions, be curious about what the other person wants to say to me, – avoiding difficult conversations: failing to address issues directly, leading to confusion or resentment. And the further it goes, the worse it becomes: it’s really difficiult to stop the huge snowball. So what we can do to avoid those anti-examples?   Use PCM to Build it!   One of the most effective tools I use when working with leaders and teams on CQ is the Process Communication Model (PCM). PCM provides a framework for understanding different personality types and their communication preferences. It’s like having a map that helps you navigate the complexities of human interaction. So why PCM is a good idea to support buildling a high CQ level? It gives you bigger self-awareness: start by identifying your own dominant personality type. This helps you understand your natural communication style and potential blind spots. With whom it’s super easy to go with and when it will be a bigger challenge. It equips you with higher ability of observation: pay attention to the verbal and non-verbal cues of others to identify their preferred communication style. For example: – A Thinker might appreciate detailed agendas and logical arguments. – A Harmonizer may respond better to warmth and emotional connection. It gives you a reason to adapt more: tailor your communication to match the other person’s style. If you’re a Promoter speaking with an Imaginer, slow down and give them time to process rather than pushing for immediate action. It shows you how to practice under stress: PCM also teaches us how stress impacts communication. For instance, under stress, a Thinker might become overly critical, while a Rebel might resort to sarcasm and manipulation. Recognizing these patterns helps us respond constructively rather than

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29 November 2024 No Comments
Leadership

5 Biggest Leadership Feedback Mistakes

As a leader, giving feedback is an essential part of your role. However, there are some common mistakes that leaders make when delivering feedback that can have huge effects on the individual, the team, and the organization as a whole. As we want to be as efficient as possible and not waste time or effort on insufficient communication, it’s important to be aware of these pitfalls and have ready-to-use ways to avoid them. Here are five things that leaders shouldn’t do while giving others feedback, along with examples of the potential consequences that you can save yourself from. Ready? Let’s dig in. 1. Being overly critical without providing constructive guidance One of the biggest mistakes a leader can make when giving feedback is being overly critical without providing constructive guidance. For example, if a team member presents a project and the leader simply says, “This is terrible,” “A monkey would do it better” without offering any specific feedback or suggestions for improvement, it can be incredibly demoralizing for the person. This kind of feedback can lead to a huge decrease of intrinsic motivation and confidence in the team member, as well as a thud in an overall team morale. In the long run, it can also result in a decrease in productivity and innovation within the organization. This is not a feedback from OK-OK quardant at all. We were talking about it why it is crucial to speak from this space in the article and podcast, but I will say it one more time. If you are not in an OK-OK zone, first thing you need to do is to go back there, by covering your motivational needs and only then move to the conversation with the other person. Without that, the conversation will always be stresful, full of aggresion, manipulation or withdrawal of one or both sides.   2. Failing to tailor feedback to the individual’s communication base Another common mistake is failing to tailor feedback to the individual’s communication preference. For instance, if a leader gives feedback in a direct manner (Promoter) to an employee who prefers a more empathetic and nurturative approach (Harmonizer), it can lead to miscommunication and misunderstandings. This can result in a breakdown of trust and rapport between the leader and the team member, as well as hinder the individual’s ability to fully understand and act on the feedback. Ultimately, this can impact the team’s cohesiveness and collaboration, as well as the organization’s overall communication effectiveness. When we use a one-size-fits-all approach, we are so surpried that the feedback doesn’t land. Or sometimes it works, and sometimes it doesn’t. So we blame people, sometimes by saying: “What is so hard to understand?!” or “Others get it and you can’t!”. Basically: it’s about you, not about me. So it has a huge cost, for us as leaders, and for our team as well. Let’s not be mad on others: we can be mad on an educational system that doesn’t teach us communication at school, but both ways are a waste of time. I would say that we rather invest this time in learning and practicing on how to match the needs of the other person and crafting feedback so it’s custom-made. 3. Using feedback as a means of control or manipulation  Using feedback as a means of control or manipulation is another mistake that leaders should avoid. For example, if a leader gives feedback with the intention of pushing a team member into conforming to their own agenda or way of thinking, it can create a toxic and disempowering work environment. This kind of behavior can lead to resentment and disengagement among team members, as well as a lack of creativity and initiative within the team. Over time, it can also result in high turnover rates and a negative reputation for the organization. We are coming back again here to the OK-OK mode. If we don’t have a positive intention while sitting at the table with an employee, there’s no chance to end the meeting with an agreement. At least, not with the honest one. There’s a 4A Feedback Guidline that was created by Reed Hasting at Netflix. And the first A is an “Aim to assist”. Always have that in mind. You don’t have it? Go find it, and then sit with a person to have a proper conversation. 4. Ignoring the emotional impact of feedback Ignoring the emotional impact of feedback is another critical mistake that leaders often make. Regardless of the personality base of the person, if it’s a Harmonizer or anybody else, it always has an impact on a person. Mostly because we have so bad feedabck experiences from the bast that on each sentence that includes “feedabck” in it, we respond with a higher stress level right away. That kind of lack of awareness and insensivity can result in increased distress (negative stress) and anxiety level for the team member, as well as a decrease in their overall well-being and job satisfaction. Going further, it can lead to the high level of resistance, being close to the suggestions or ideas of the leader. In turn, this can lead to higher levels of absenteeism and decreased productivity within the team, ultimately impacting the organization’s bottom line. So I say: let’s be more mindful, check with people how they are doing before, during and after the conversation. Ask for feedabck for ourselves: what we do really well? And what can we do better when it comes to leading those conversations? Each situation is an opportunity for us to learn and be better next time. It’s like training and strenghtening a muscle. 5. Failing to follow up on feedback Finally, failing to follow up on feedback is a mistake that can hinder an individual’s growth and development. For example, if a leader provides feedback on a specific area for improvement but fails to follow up with ongoing support and guidance, it can lead to stagnation and a lack of progress. This can

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9 November 2024 No Comments
Transactional Analysis

PCM: Communication Channels

When I was describing all 6 Process Communication Model (PCM) types, it dawned on me that if I want to find one aspect of it that interests me, I need to go into each article and look for one part. And there are some of those, that are more important to dig deeper into, a good example is the aspect of communication channel. So I’ve decided that I’ll go into this directing to simplify and edit this experience for you: to go into some aspects of PCM, with practical examples. Hope that’ll be useful and will give you all the impulse to start using it in real life.   What Are Communication Channels?   Before we go into the details, let’s start with answering this questions: what a channel actually is? Communication channel is the way we build a sentence we want to push forward the other person (doesn’t matter if it’s a written or verbal communication). Surprisingly it really does matter if we put a question mark or a period at the end of the sentence. It matters so much that most of the time it has a huge influence on if the communication will go through or not (will be efficient or will lead to a misunderstanding). What do I mean by that? Take a look on those examples (purposefully not business-related): What do you think about this painting? Please tell me what you think about this painting. Oh man, what a painting, I’m sure it kills us both just from looking at it!!!!! Thank you for being here with me to marvel this painting, I’m more than happy to hear your impressions on it. Do you see the difference? We all have one dominant preference of getting and using the channel, depends on our personality base. When you look on those sentences: which one is the most comfortable for you? Depending on which one you choose, it’s a strong indicator of your base.   Requestive Channel   The first sentence is a great example of a requestive channel. As you can see, the idea is simple: ask a question (so a sentence with a question mark at the end of it). Using the knowledge that you already have, you can see the difference between the questions that we can ask towards 2 bases that will prefer this channel: Thinker and Persister. Channel is only one part of the puzzle: if we want communication to go through with success we need to combine a preferred channel with a favorite perception. That’s why we’ll ask different question within a conversation with a Thinker and Persister. We’ll ask: Thinker: “What do you think…?” Persister “What is your opinion on…? / What do you believe…?” It is important to ask the right questions. And as much important is to know which channels are not so good to use in communication with certain types. Thinker and Persister will react really badly on others, but the worst thing you can do is to use directive channel. It will trigger them to go straight into distress, reactive aggressively form their attacker mask.   Directive Channel   Directive channel is about creating the sentence with the dot at the end of it. I would love for all of us to demystify being direct and separate it from being aggressive, rude or too pushy. Being directive is just saying what there’s to be done: I’m not asking you or hesitate. I just say it in a straightforward way, taking care of OK-OK perspective. Two PCM types prefer to get it: Promoter and Imaginer. And again, it will differ on how we build a communication to each of them. That’s because their need of getting directive channel is different: Promoter doesn’t want to waste time, so they just want to get a task and move to action. Imaginer wants to be invited to share what’s in their heads, so they need direct communication to do that. So, the way we is this channel matters. We’ll say: Promoter: “Please create this report for tomorrow, not later than 5PM.” Imaginer: “I need this report to be done by tomorrow, not later than 5PM. Please tell me what you see in your head when I ask you to do it.”  Both are tasks we want to delegate for a person but said differently. They are not very good at receiving requestive channel, also Imaginer will react with a drooper mask on Emotive one (too much emotion for them).    Emotive Channel   Emotive channel is about the positive energy and contact. As we can easily guess, the Rebel is our person here: it’s their favorite channel. In this one they can exchange energy, creative ideas, brainstorm and get into positive contact with others. It works even if it’s just for a little bit at the beginning of the conversation. How can it look like? “OH MAAAAN, this weekend was so dope, I need to tell you about it!” “C’mon, let’s do it and then we’ll go into the agenda: it won’t kill us to talk a little bit!” It is about 2-3 exchanges and then you can go to the point of the meeting or a conversation. Sometimes it’s just about the exchange and that’s enough: especially when you are a Rebel in a base yourself, you’ll enjoy the conversation itself if it’s led that way.   Nurturative Channel   Last but not least: Harmonizer and their preferred nurturative channel. Nurturative channel is all about seeing a person, feeding their recognition of person need. Harmonizers needs to be seen, as an important part of a team, community or other relationship. Sometimes it’s enough to say: “Thank you for being here. I know that recently it’s been crazy busy and hard, so I really appreciate you finding time to talk.”  The key thing here is to give a positive, nurturing recognition of a person, making them visible and important. In the world of endless task lists, constant rush and not

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8 September 2024 No Comments
Transactional Analysis

Process Communication Model (PCM): Imaginer

Do you know a person or two who most of the time are staying in silence, observing the world that is around them? During the meetings, a family dinner or other friends gathering they are not the kings or queens of the party, but you can tell that they are processing in their heads what they hear? That’s the Imaginer. The last (but not least) of six personality types in Process Communication Model. We’ve started the story about PCM HERE, then we’ve described the other 5: Persister, Thinker, Promoter, Rebel and Harmonizer. Today we’re adding the missing piece to our PCM puzzle, so we understand different people once we meet them, have them as team members or stakeholders in different circumstances (professional and private). For those of us who has little Imaginer energy (like myself), they might be the hardest to communicate with since they don’t say a lot of things out loud and their processes (i.e. decision making) are longer than in the rest of the types. Why is that? Let’s take a look! How do we recognize Imaginer? Imaginer is a person who experience the world through the lens of reflections (or inactions). Most of the time, they use their reflective mode: they have a lot of processes inside of their heads, so they see many different things in their brains. Sometimes it’s called inactions, since they don’t take action on what they reflect on until somebody says them so. How to recognize an Imaginer in the Base of personality? Again, the easiest way to make a strong hypothesis is to look for the key words that the person uses the most. For Imaginer it will be: “I imagine…”, “As I reflect on that…”, “In my head I can see…”, “I see it that way…”, “I picture…”. They say all that because they operate the best in their internal world. It doesn’t mean that they are antisocial (in a clinical way). I’m sure that you’ve experienced not once, not twice a person who doesn’t say anything, but you see their eyes moving or looking out through the window in intense internal process. That’s because there is a tough reflective sequence that’s happening in the head of that person. They have a lot of things inside them, a lot of options or scenarios they create in a certain situation. The recognition of Imaginer is also easier when we look on their non-verbal communication: like in the Thinker’s case, it’s a flat, computer face, with almost no mimics on it. Their voice is linear, monotonous, static. Their body is still, they don’t use movement to not waste the energy that they can invest in more internal reflective process. They don’t say much, but when they do, that’s what we can observe externally. If you see and hear it, that’s a strong indicator that there’s a Imaginer in the Base on the other side of the communication process. How to use it to get along with that kind of person? What does Imaginer need in communication? The Imaginer needs communication process where they have a chance to reflect on things. Once they do it, here’s a time to directly tell them to share what they have in their heads with us. Extremely important for them as well is to have a space, where they can be alone to reflect, and then they are ready to talk to us. To be efficient in communication with Imaginer, we need to use directive channel of communication. It’s the same story we had in the Promoter’s description: Imaginer needs to know exactly what to do and say to us. It means that asking them questions is not going to work, since they are not responsive to the requestive channel. How to do it right? Using the same example as before: when we want to delegate a task, so a chosen employee covers it, the great approach will be opening the conversation with a direct statement. “Hi Mike, I want you to take a task X. (Now we describe briefly what the task is about). Please tell me what showed in your head when I was describing it to you.” And we give them a moment to reflect. Pushing or rushing them is not going to work well, what can be hard, especially for Promoters and Rebels. They value Autocratic interaction style. It means that they are the most efficient when the other person just tells them what is there to be done and leave them alone, so they can go and focus on the delivery. Straight to the point, sometimes (especially for the people that are not so big fans of a directive communication channel) might look a little harsh or cold. It’s the same situation that we had in Promoter’s case, but the root cause is different. Promoter just needs to get the job done, and Imaginer needs to have direct communication, so they have a one communication and then they are left alone. Also, it helps them so they are not lost in the fog or the infinity of their imagination. Imaginer seeks to answer the existential question: will they come for me? Yes, they prefer to be alone, so they have a space and time to be in their reflective world. But they don’t want to be lonely: they need to have space to say out loud what they imagined. For them this sentence is the truth:   Somebody will come for me = I’m valuable as a person   A motivational need attached to this PCM type is It’s important to know it that sometimes for Imaginer the best way to help them is to leave them alone. It can be extremely difficult for Harmonizers, Rebels and Promoters, since their energy and need of contact is on higher level. They don’t understand how it is possible that a person can be so long on their own, sometimes even not leaving the house. Again: it’s not antisocial, it’s their way to

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1 September 2024 No Comments
Transactional Analysis

Process Communication Model (PCM): Harmonizer

Some people are focused on data, some on exchanging opinions. Some wants to have fun, and some want to stop talking and start doing. And some are speaking emotions and take care of others. Do you know one or two people who are strong in that are? That’s the Harmonizer. The fifth out of six personality types in Process Communication Model. We’ve started the story about PCM HERE, then we’ve described Persister, Thinker, Promoter and Rebel. Today we’re adding another piece to our PCM puzzle, so we understand different people once we meet them, have them as team members or stakeholders in different circumstances (professional and private). For those of us who has little Harmonizer energy, this one can appear like an extremely emotional person who can’t think logically. Why? Let’s unpack it today!   How do we recognize Harmonizer?    Harmonizer is a person who experience the world through the lens of emotions. Most of the time, they use their empathetic state: they have a very good and fast access to their emotional states, and they use this skill to map and understand it with others. How to recognize a Harmonizer in the Base of personality? Again, the easiest way to make a strong hypothesis is to look for the key words that the person uses the most. For Harmonizer it will be: “I feel”, “In my heart…”, “I love…”, “I am sad”, “I feel frustrated…”. They’ll use the whole spectrum of wording that describes emotional states. They say all that because they want to connect with others, but differently than a Rebel who wants to connect with as many people as possible, to share reactions. Harmonizer wants to have meaningful relations, that are important for them: privately and at work as well. They take care of others, about the atmosphere in the team. When they see a micro conflict or even a symptom that one can appear, they do everything in their power to stop it. They remember about birthdays, taking charge of organizing gifts, birthday cards and all types of evidence that we care about each other. The recognition of Harmonizer is also easier when we look on their non-verbal communication: most of the time their face is warm, with a lot of sighs of emotions on it. Their voice is soft, soothing, comforting. They lean heir body towards the other person while taking with them, using a moderate number of gestures to emphasize the support and care that emanates from their bodies. If you see and hear it, that’s a strong indicator that there’s a Harmonizer in the Base on the other side of the communication process. How to use it to get along with that kind of person?   What does Harmonizer need in communication?   The Harmonizer needs communication process where they have a chance to express their emotions. Extremely important for them as well is to have a space, where they can go into contact with others to build meaningful relations and to matter to people. To be efficient in communication with Harmonizer, we need to use nurturative channel of communication. It means that we need to reach to the comforting and caring level of our energy to open a conversation. That means that asking questions or directly saying what’s there to be done won’t work in Harmonizer’s case. How to do it? Using the same example as before: when we want to delegate a task, so a chosen employee covers it, the great approach will be opening the conversation with care first. “Hi Kate, thank you for finding out the time for us to talk. I know that lately it’s been hard, so I am grateful that we made it together. I’m going to take some things out of your plate and in exchange, I have a task that I feel will be a good fit for you.” Once they FEEL cared of, we have them on board to discuss the details (scope, deadline, support, required learning etc.). They value Benevolent interaction style. It means that they need care, meaningful relations within they feel that they belong, are needed and important part of a team or community. One of the worst things that we can do while getting in contact with Harmonizer is to be too directive, asking questions, in a high speed won’t work very well too. Yes, they need structure and clear contract on what’s there to be done and for when, but they need to be in comfort to work around it. They value relations over goals, so it’s crucial to remember about it while building an environment for them. Harmonizer seeks to answer the existential question: am I loved? It’s not always about the romantic love. It’s more about the feeling that we are important, needed, valued as people. That we matter for others. For them the following equation is the only truth.   I’m loved by others = I’m valuable as a person   Two motivational needs attached to this PCM type are recognition of person and sensory. It’s important to know it, since when those needs are not met, Harmonizer goes into distress and loses access to their skills, abilities to think clearly. Recognition of person means that we are seen as people. Not for what we do, but who we are. It’s different than the recognition of work that we’ve seen in case of a Thinker or Persister. Instead of “good job” we say: “it’s good to have you here”. The sensory means that this person is experiencing the world by using their senses. The environment should be nice, pleasant, they like colorful clothes, comfortable, warm and soft. Listening music or other sounds that have a good impact on their mind and body. Experiencing the nature, having plants in the room. Each Harmonizer can need something a little different, but the key thing is that they feed their senses. That kind of environment will cover what’s the most important for Harmonizer so they can

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18 August 2024 No Comments
Transactional Analysis

Process Communication Model (PCM): Rebel

“Wooooooow, it’s soooo aweeeesome!!!”, “I like this idea, and this one sucks.”, “It’s plastic bombastic!” Do you know a person or two who speak that way? And yes, I mean an adult, not a kid or a teenager. The person that reacts really vividly to what’s happening, that says openly whether they like or dislike ideas, clothes or food? That’s the Rebel. The fourth out of six personality types in Process Communication Model. We’ve started the story about PCM HERE and then we’ve described Persister, Thinker and Promoter. Today we’re adding another piece to our PCM puzzle, so we understand different people once we meet them, have them as team members or stakeholders in different circumstances (professional and private). For those of us who has little Rebel energy, this one can appear like a crazy person. Why? Let’s unpack it today!   How do we recognize Rebel?   Rebel is a person who experience the world through the lens of reactions. Most of the time, they react right away with a strong “like / dislike” statement. They either go for it or leave it and never start doing something. They have this free child energy that allows them to feel joy, excitement, experience the world with the enthusiasm that we often loose along the way. How to recognize a Rebel in the Base of personality? Again, the easiest way to make a strong hypothesis is to look for the key words that the person uses the most. For Rebel it will be: “Wow!”, “Awesome!”, “I like / dislike this!”, “Cool!”, “Amazing!”, “Oh, how disgusting!” They will use slogan words quite often as well. They say all that because they want to invite us to express our own reactions. It’s because they need to be in authentic contact with others, that’s how they feel that they belong and are accepted. They are extremely creative, thanks to their open-minded heads. A Rebel can be a great member of a team (or project team) at the very beginning of the initiative, when we brainstorm. They can figure out a big number of ideas, sometimes super weird or that seem impossible to implement. Those ideas that i.e. Thinkers or Persisters would never come up with. The recognition of Rebel r is also easier when we look on their non-verbal communication: most of the time their face is extremely emotive, with a lot of mimics on it. Their voice is changing, modulating to express the proper emotion and reaction they aim for. They move their body a lot, using a lot of gestures to emphasize what they want to express. If you see and hear it, that’s a strong indicator that there’s a Rebel in the Base on the other side of the communication process. How to use it to get along with that kind of person?   What does Rebel need in communication?   The Rebel needs communication process where they have a chance to express their reactions. Extremely important for them as well is to have a space, where they can go into contact with others, by exchanging those reactions. To be efficient in communication with Rebel, we need to use emotive channel of communication. It means that we need to reach to those higher levels of energy we have (for some of us it can be pretty demanding) to get into the positive exchange as a start of a conversation. That means that asking questions or directly saying what’s there to be done won’t work in Rebel’s case. How to do it? Using the same example as before: when we want to delegate a task, so a chosen employee covers it, the great approach will be energizing the conversation first. “Hi Bob, it’s dope to see you! Did you see this game on Saturday? OMG it was nuts! (you talk for a while so the Rebel can give their reactions too). And by the way, I have this task, it’s pretty awesome, you up for a mission?” For them it needs to be fun, even if for us it seems ridiculous. Once they are on board, we can talk about the details (scope, deadline, support, required learning etc.). They value Laissez-faire interaction style. It means that they need freedom, autonomy and space to be creative and deliver things. One of the worst things that we can do while getting in contact with Rebel is to be too directive, asking questions, especially a lot of them won’t work very well too. Yes, they need structure and clear contract on what’s there to be done and for when but too much of a control or asking them in detail what they do will bring us the opposite results. Rebel seek to answer the existential question: am I accepted? It’s good to feed that question, especially when we see that Rebel is under some kind of stress or pressure. For them the following equation is the only truth.   I’m accepted by others = I’m valuable as a person   One motivational need attached to this PCM type is contact. It’s important to know it, since when those needs are not met, Rebel goes into distress and loses access to their skills, abilities to think clearly. Contact means that we are going actively in positive interaction with other people. We are seen as important part of the conversation, exchange of ideas, and sometimes just a person who can change the temperature in the room for the better. We can feed the need of contact by getting into the conversation or positive exchange, even when we don’t feel like it at the moment or it doesn’t seem logical.   When do we know that Rebel is in distress?   Just a reminder: distress is negative stress, that costs us (and our environment) something. We are in distress when our motivational needs are frustrated and to cover them (in a really bizarre way), we into the distress sequence. How does is look like for a Rebel?

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4 August 2024 No Comments
Leadership

What a Leader Should Do When People Don’t Listen?

Did you ever had a situation when you’ve delegated a task, asked for something, gave a feedback or recognition and your employee didn’t listen? You thought that you’ve been crystal clear about your intention or what’s there to be done, but it didn’t land? Or maybe a member of your team even nodded their head, but it wasn’t delivered as you’ve asked? What comes to your head in the situations like that? What’s wrong with them? Or maybe it’s about me, I can’t even communicate with my own team? Let’s unpack it today and take a closer look on the root cause and potential solutions.   Is it about them as employees…   What makes a leader efficient and reliable? Once I was working with a leader in 1:1 mentoring process and he asked me this question: “Alex, what can I do so my team is more efficient? I do so many things, I give my people so much autonomy, they can do everything they want, but they don’t deliver things I ask them to. I would kill for so much freedom that I offer them.” Oh, here we go. The problem statement was “my people don’t listen to me, and they don’t deliver”. And the first question that I asked was: “Why do you think it happens?”. This leader looked at me like I was a crazy person, and he said: “It’s obvious: they’re disengaged and lazy”. The first thing that came to his brain. “Is this a fact or your interpretation of the reality?” He started to think. It took him a while, but afterwards he started to analyze. “Well… Sometimes when we are under a lot of time pressure, I’m more directive and distribute work among team members. We don’t have time then for discussions, it’s just a matter of delivering on a short deadline. I can tell that they work super efficiently then: like a pressure is a good thing for them”. Oh, here we go x2. In a lot of stories like that, the first thing of a leader is: it’s about them, not about me. And sometimes it really is about them. Lack of commitment, engagement, intrinsic motivation or skills: it can all happen. And we, as people, have different phases in our life: sometimes we are in an extremely good place, sometimes not so much. In a workplace, it’s our job as leaders to investigate what is the root cause of a certain behavior. Most of us are not psychologists or therapists, and it’s not our job to pretend that we are. But being curious, ask questions or make some statements that we’ll verify with an employee are tools to minimize the risk of the negative influence. In the example above, the time pressure and short deadline wasn’t the “motivator”. It was a directive channel of communication that the leader has used to distribute the work. Evidently his team consists of more Promoters and/or Imaginers than other PCM types. And notice what he said: “I would kill for so much freedom that I offer them”. So, by giving them so much of an autonomy he covers his own frustrated need, not theirs. The intention is good, but he’s not addressing the right need.   … or maybe about me as a leader?   We all have our own stories, experiences from the past, beliefs and convictions from our early childhood that shaped what we think and feel about ourselves and the world that’s around us. That’s perfectly fine: that’s what making us human. The question is: how much those things influence your leadership approach? You say: people don’t listen, I say: “why is that happening?”. Most of the time people don’t listen because you don’t speak their language: you speak your own and you expect for them to understand you. It’s like you speak English to a person who only speaks Spanish. The same part of the brain is responsible for using the foreign language as for using the language of different perceptions. If you talk data and I talk emotions, it’s almost impossible for us to get along. We just don’t understand each other, because we literally speak different languages.  The same thing is with the way we speak, so the communication channels. As in the example of a leader above: he gave people so much autonomy, probably without being more direct and concrete about the specifics that the team was lost in the fog. He didn’t want to be too harsh or pushy (in his head), so he hasn’t decided to use the directive channel that his team actually needed. How we speak does matter: whether it’s about the words that we use or about the way we build the sentences (channels). People listen better when the communication is tailored to their needs, and there’s no one-size-fits-all.   Solutions?   Know your people. If you are not aware what are the personality Bases of your team members, come back to the PCM materials, then make strong hypothesis of it and test them in reality. You can always use the Process Communication Model questionnaire and have a crystal-clear report, but you can also handle this without it. Get a little knowledge and use it, one step at the time. It doesn’t need to be perfect at the very beginning: the key thing is that you start building this muscle of recognizing the Base, so you can more automatically go straight into the better communication. Remember which words and channel use to which type. It’s crucial to tailor your communication. If you are going to speak the language of your people, they will listen and deliver work. Write down on one piece of paper all 6 PCM types with their main key words + preferred communication channel. Have it somewhere close to your laptop, so you can use it any time you’ll have a conversation. We all learn and that’s fine to have a little help at the beginning. What matters at

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27 July 2024 No Comments
Transactional Analysis

Process Communication Model (PCM): Promoter

Can you recall any situation when a person went straight into doing things, sometimes without more in-depth analysis? Maybe too risky in your head? Or maybe it’s a person who is always in the movement, never sits in one place, and you feel like they live 3 lives in 1? That’s The Promoter. The third of six personality types in Process Communication Model. We’ve already covered two of them: Persister and Thinker. Today we go into the next one, filling out the gaps in knowledge so it all makes sense after we cover everything. We’ll have the base on we can stand to start acting on it: not only KNOW from the rational perspective what we should do. Doing and practice: that’s what is the most important for the Promoter in the PCM personality Base. Let’s go into this world today to check what is the whole fuss about. How do we recognize Promoter? Promoter is a person who experience the world through the lens of doing things, acting on them, movement. Their perception is action itself, since they use their delivery part of themselves the most frequently. They always look for excitement and change in what is happening in their life, when they get a task, project or want to decide on something. The things around them need to be different, challenging, new. They don’t want to wait: they want to experience the world here and now. How to recognize a Promoter in the Base of personality? Again, the easiest way to make a strong hypothesis is to look for the key words that the person uses the most. For Promoter it will be: “Let’s go!”, “Let’s do things!?”, “Why to wait: let’s go and do it now!”, “doing…”, “walking the walk…”, “no more talking, let’s do things”. They say all of that because for them what’s important is seeing the results of their actions. They hate to wait, overanalyze, focusing on too many details. What’s important for them is to go, do things, see what happens and calibrate if needed. The recognition of Promoter is also easier when we look on their non-verbal communication: most of the time they have the furrows between the eyebrows (lion’s wrinkle), their voice is rather strong, they talk fast since they don’t want to waste time. Moderate gestures and body language, rather adjusted to the aim they have to achieve. If you see and hear it, that’s a strong indicator that there’s a Promoter in the Base on the other side of the communication process. How to use it to get along with that kind of person? What does Promoter need in communication?   The Promoter needs communication process where they have a chance to go straight to the action. Extremely important for them as well is to know what to do, have space to do it and act as soon as possible. To be efficient in communication with Promoter, we need to use directive channel of communication (quite different than we had in Persister’s and Thinker’s story). Directive channel means that we create a sentence with a dot at the end of it. Promoter doesn’t want to waste time, so asking them questions or small talk is a nonsense, will never work. That means that we need to directly tell them whats’ there to be done. Using the same example that we got in the Persister’s and Thinker’s case: when we want to delegate a task, so a chosen employee covers it, the great approach will be just telling them about it. “Please go and do a task X, the deadline for it is Y”. Honestly: it’s all they need, nothing fancy. They value Autocratic interaction style. It means that they are the most efficient when the other person just tells them what is there to be done and leave them alone, so they can go and focus on the delivery. Straight to the point, sometimes (especially for the people that are not so big fans of a directive communication channel” might look a little harsh or cold. But for them, it’s perfect. Promoter seek to answer the existential question: am I alive? It’s good to feed that question, especially when we see that Promoter is under some kind of stress or pressure. For them the following equation is the only truth. I’m alive = I can deliver value to the world Motivational needs attached to this PCM type is It’s important to know it, since when those needs are not met, Promoter goes into distress and loses access to their skills, abilities to think clearly. Excitement means that Promoter needs to have stimuli, things to do, new projects, environment, tasks to cover. This need can be covered equally good in private as in professional life. But the important thing is that boredom, monotonous tasks or circumstances is the worst thing that can happen to Promoter. When do we know that Promoter is in distress? Just a reminder: distress is negative stress, that costs us (and our environment) something. We are in distress when our motivational needs are frustrated and to cover them (in a really bizarre way), we into the distress sequence. How does is look like for a Promoter? Driver: you need to be strong for me (meaning: you are OK only if you are strong). On this level, Promoter will expect that people will suck it up, that they do everything on their own, without asking for help (which is weakness). When we see that kind of behavior, we can offer more excitement, changing the environment (going for the walk is sometimes enough), give a new task (even if it’s super small and might look stupid). Blamer Mask. Promoter wears a blamer mask on the second level of distress. It their case it means that they start to manipulate others, set up arguments, sometimes create negative drama. Everything to cover their need of excitement since they are bored. And drama is better than boredom. Cellar: At the

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21 July 2024 No Comments
Transactional Analysis

Process Communication Model (PCM): Thinker

Do you have around yourself people that speak data and facts? That connects the dots all the time, since things need to make sense for them? That kind of people that are concrete, to the point and doesn’t what to waste time on meaningless discussions and rather focus on things that matter? That’s the Thinker. The second out of six personality types in Process Communication Model. We’ve started the story about PCM HERE and then we’ve described Persister, as the first stop on our journey to know them all better. Why is it important to characterize all of them? Because thanks to that you’ll know the whole spectrum of the types, so when you talk to somebody, you can make a strong hypothesis about their personality Base to tailor your communication. And because we communicate with others all the time, it’s crucial to have the maximum number of useful tools and practices so we don’t waste time on insufficient communication. At least that’s what the Thinker will say haha.   How do we recognize Thinker?   Thinker is a person who experience the world through the lens of data, facts and logic. Their perception is thoughts since they use their rational part of themselves the most frequently. They always look for logic in what is happening in their life, when they get a task, project or want to decide on something. The things around them need to have structure, and they want a lot of things to make a structure around them as well. So, things have their own place, they plan their time: privately and professionally. How to recognize a Thinker in the Base of personality? Again, the easiest way to make a strong hypothesis is to look for the key words that the person uses the most. For Thinker it will be: “I think…”, “The data says…”, “The logic says…”, “The logical choice will be…”, “The most accurate solution in this case is…”, “The chart shows that…”, “The data in the report give us…”. They say all of that because for them what’s rational and backed up with data, is valuable. If something has some gaps, there is not enough information, numbers or facts, the Thinker won’t do it. They will look for more evidence, gather more knowledge, examples or cases and then, when they have it all, they are comfortable with making a former decision. The recognition of Thinker is also easier when we look on their non-verbal communication: most of the time their face is “flat”, there’s not a lot of mimics on it. Their voice is rather monotonous, stable, as well as their body. They don’t overspend the energy on moving their bodies or use unnecessary gestures. If you see and hear it, that’s a strong indicator that there’s a Thinker in the Base on the other side of the communication process. How to use it to get along with that kind of person?   What does Thinker need in communication?   The Thinker needs communication process where they have a chance to express their thoughts. Extremely important for them as well is to have a space, where they can think, connect the dots, create logical solutions to the problems that occur. To be efficient in communication with Thinker, we need to use requestive channel of communication (as we did with the Persister). The difference is that we ask Persister “what do you believe…” and we ask Thinker “what do you think…”. That means that we need to ask questions about their thoughts on a certain subject. Using the same example that we got in the Persister’s case: when we want to delegate a task, so a chosen employee covers it, the great approach will be telling them about it and then ask about their thoughts on it. “Okay, here is a task X… What do you think we need to do to complete it efficiently?” Asking that kind of question is something that we can do to get in contact with the Thinker. Once they are on board, we can talk about the details (scope, deadline, support, required learning etc.). They value Democratic interaction style. It means that they are good in exchanging thoughts, ideas, solutions. They want to be asked on what they think. They like discussions, brainstorming sessions, but only when they are concrete and not too long. One of the worst things that we can do while getting in contact with Thinker is to use directive communication channel, but they also don’t really like the emotive (too much energy) and comforting (they don’t need all those emotions). But especially telling them what to do without even asking is something that they hate. When they have an autocratic person on the other side of the conversation, they go into aggressive behaviors. By being in that zone there is a huge possibility that they’re going to attack other people. So democratic interaction style and requestive communication channel is a key to success in getting on the same page with that person. Thinker seek to answer the existential question: am I competent? It’s good to feed that question, especially when we see that Thinker is under some kind of stress or pressure. For them the following equation is the only truth.   I’m competent = I’m valuable as a person   Motivational needs attached to this PCM type are recognition of efficient work and time structure. It’s important to know it, since when those needs are not met, Thinker goes into distress and loses access to their skills, abilities to think clearly. Recognition of efficient work means that we are seen as people for what we deliver at work and this delivery is with an exact (or better) outcome that we agreed on. Time structure means that we need to put things in order: when we plan our day, and something comes up, we don’t take it easily (especially then the thing that came up is an additional task that we get, outside

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14 July 2024 No Comments
Transactional Analysis

Process Communication Model (PCM): Persister

Do you know at least one person that always has an opinion on a given subject? That has a strong set of values and that is the base of most of the decisions that they make? The person that is trustworthy: when they say that something is going to be done, it will, 100%? That’s Persister. First out of six personality types in Process Communication Model (PCM), the concept created by Taibi Kahleb. You can read shortly about the concept HERE, to have a basic structure around what PCM is really about. Today, I would love for us to have a description of who the Persister is, how we recognize this type is in the other person’s Base. Meaning that it is their first floor of personality structure, where they have most of the resources, competencies, and skills. The Base also stands for what is the most natural way of communication for the other person and through what kind of lenses they observe the world. So today we are going to discover who the Persister is, how to navigate when this person is in front of us and what to do to communicate effectively. How do we recognize Persister? Persister is a person who evaluates the world around them by comparing it to their values and beliefs. Their perception is opinions, and a lot of situations with Persisters relate to comparing one thing to another. How they feel, how they think and how they operate daily against the law, rules, policies, ways of working. While being around people, they’re loyal, and they value trust. They always keep promises: for a Persister it is impossible to even think about not keeping the word. If they say they do something, they are going to do it, no matter what. So, we don’t need to ask them several times a question like: “Are you going to go to do it? What is the progress of it?” because they’ll always do it (in fact, that kind of questions drive Persister crazy). How to recognize this person if that we don’t have their personality structure yet? You can listen to the words they need. For Persister it will be: “I believe…”, “in my opinion…”, “we should do something” or …shouldn’t do something”, “I trust…”, “the important thing for me is…”, “the crucial thing is…”. They say those words because they see the world through the lenses of opinions and values: that’s how Persister is the most visible. Of course, we are talking about being in OK-OK zone. It’s about having an opinion, but also always having a good intention. It’s not about pushing the opinion no matter what or aiming to hurt others. They have an opinion on every single subject and even if they don’t (i.e., they’re not interested in something), they have an opinion on it. Like: “Ok, so I’m not into politics because it really doesn’t interest me: I don’t want to waste my time on that subject”. Based on that example, we can see that there is always an opinion, even if at the first sight there’s none. What is also important that Persister doesn’t have any problem with saying those opinions out loud. And it’s not about being rude: it’s about being persistent, having a voice that matters (in professional and/or private life). Of course, HOW the opinion is communicated is important (it needs to be said from the OK-OK perspective). If it’s not – it’s another part of the story. What do Persister need in communication? I’m trustworthy = I’m valuable as a person When do we know that Persister is in distress? What does to be in distress mean? Being a distress means that we don’t have our motivational needs covered and we go into a sequence that is aligned with certain PCM type. So, if you have a Persister on the other side of the communication process and their needs are frustrated, they go into distress, you will see 3 steps of the sequence. Being in distress means that we don’t think clearly. When it happens, we don’t have access to our skillset, abilities to deal with different (especially stressful and difficult) situations, we can’t act accordingly (even if we rationally know how to do it). That’s why it’s so important firstly to come back to OK-OK, to our Base, and then – once we are there, go and deal with the situation. That kind of approach is always going to work, regardless of the PCM type. It’s worth to remember the sequence, since it is repetitive. By training ourselves in recognizing patterns we train our muscle of reacting accordingly, without going into distress ourselves. The mask invites the mask: meaning that behavior under distress will have influence on us, and even if we are in OK-OK zone, we can go into the dark side. Being aware of what’s happening gives us tools to protect ourselves and support others in getting into better place. The bottom line Persister is a great person to cooperate with. When they say that they’ll do something, we can be sure that will happen, no matter what. We don’t even need to doublecheck: for Persisters it’s impossible to not deliver the things that we agreed on, it’s in their DNA to do it. Their strong principles, values, and a high-level need to be trustworthy make them great partners in crime. Of course, while being in distress, they lose access to those resources and go into not so shiny place. It requires more awareness, being mindful what happens with us (if we are Persisters in Base), and other people (when Persister is on the other side of communication process).    So, I invite us all to observe those behaviors described in the article starting today. It can help us more than we think, regardless of the type of relation, context, or situation that we are in. It’s always worth to develop in this area. PS. As a first exercise after reading this article,

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8 October 2023 No Comments
Self-Development

Process Communication Model (PCM): Main Psychological Needs

In the first article, I mentioned a few elements about the framework of Process Communication Model (PCM) and I’ve shared how much it changed the way I look at the communication itself, but also at differences (and similarities) that we have as people. It appeared that even if you know a lot of things, you can always learn something that can be a groundbreaking experience for you. And what can change the way you think about yourself and the world that is around you. What stopped me when I’ve started learning about PCM was many different elements of it that create the whole puzzle which describes the while structure of peoples’ personalities. And what’s inside of this: behaviors, the ways of reacting in certain situations (in a reaction for a certain stimuli or trigger), their preferences regarding the way they communicate, but also the way they want to receive communication from others. One of those elements that are extremely important in PCM’s structure are main psychological needs. What are they for each of 6 types of personality? Why we even talk about them? What happens when they are not covered? Let’s dig deeper into that space today. What Are the Main Psychological Needs in PCM? Each of 6 personality types in PCM has their own psychological need or needs. It is one or two the most important things that they seek to cover to feel balanced and to not go into distress. Meaning: if the main psychological need(s) is/are safe, a person is in a good shape and has access to their resources to make good decisions or solve problems in an optimal way. You can find below the structure way of those needs. Recognition of work means that the value that Persister and Thinker bring to the table in a work environment is visible and appreciated by others. Hard work, quality and time they’ve invested into a certain thing is worth the outcome and important for others who recognize that. Recognition of convictions for Persister means that what they value and that kind of beliefs and opinions they have regarding certain thing are meaningful for others. Time structure for Thinker means that there is an order of their structure of day, rituals, tasks they cover during the day (private and/or personal). It can be a structure around work/goals that are on the list for a week or month. The key here is to have everything in place, with a space to adapt it, if needed. Incidence for Promoter exists when things are happening. There is action, excitement brought by successfully delivered tasks, projects, achieved goals or key milestones on a path they follow. Being in contact for Rebel is a key thing since they need other people, space to discuss things, like or dislike them together. They need to have an external source of energy, making them feel that they have connection with the world that is around them. Recognition of person is quite different from recognition of work that was mentioned for Persister and Thinker. Recognition of person means that Harmonizer is seen as a person. That it’s good that they are there, they bring value to others by their existence. They are an important key player in the team. Because Harmonizers are using all their senses to experience the world that is around them, sensory is one of their main needs. It means that they need to have visuals (i.e., colorful spaces or art around them), sounds (may be different in terms of individual preferences), smells (like fresh bread, paint or grass), something they can touch (like nice fabric textures of furniture). It’s about feeding the senses they use to experience the reality. Solitude for Imaginers is a space where they can reflect on all those things that are in their heads. It doesn’t mean that they want to be alone all the time: it means that they need space, time and (most of the time) silence to recuperate and make space for their brains to work properly. What Happens When the Needs Are Not Covered? Once we know who we are and who are people that are around us (our children, significant other, friends, coworkers or direct reports), we have a ready solution to work with them. Your child is a Thinker? Give them recognition sign every time when they do something good in a workspace area (it can be about cleaning up their room or doing their homework). Your employee is a Harmonizer? Sit with them in a nice, colorful, closed room, give them a hot tea in a ribbed cup and say that it’s good to see them and have them in the team. But if you have a partner who is a Persister and you say to them after a great speech that they’ve just delivered that they look pretty, guess what happens? They can start feeling frustrated, since they’ve got not the right recognition (they seek for recognition of work, but they’ve got a recognition of person). Your intention was good, so you can be surprised that the reaction is not like you aimed for. The key thing here is to understand that it’s not about you: it’s about their need that was not fed in a right way. So, what happens when those main psychological needs are not covered properly? The person goes into distress. Meaning: they go and act not from their resources, but from their driver behavior. They might seem irrational, not accepting other peoples’ mistakes or closing themselves and doing everything on their own. Depends on the driver a certain person has and what happens with them in distress zone. The point is: when basic psychological needs are not fed, a person is not in contact with themselves, not making optimal decisions, might feel like they are not the best version of themselves. They might make mistakes, be sloppy, forget things, being mean, acting scared or resist all the time. A behavior depends on a person, but

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16 June 2023 No Comments
Leadership

5 Types of Challenge That Each Leader Can Face

Being a leader is a difficult job. If you are a leader and nobody never said that to you, that means the very first offer to cover a leadership position you’ve got was not prepared very well. When we take a manager’s or leader’s job, most of us don’t know what kind of tasks and types of challenge are there, waiting to welcome us on this new journey. Many leaders on the first stages of this career path are frustrated, shocked, angry, sometimes sad. Basically it’s the whole Kübler-Ross grieving curve: we experience all of those emotions that we feel while grieving or going through any other change (positive or negative) in our life. That’s mostly because we are not prepared properly to what we are going to face in real life. It’s not only a fancy position name, more money, prestige, power or a better parking spot. What’s more important: the whole palette of people’s needs, emotions, reactions, personality types, communication styles and needs, talents, struggles and many, many more. Today we are going to cover 5 of the most common types of challenge that you can face as a leader and we’ll try to give you some answers in terms of what you can do to either overcome it, or to deal with every challenge in the best possible way. 1. Lack of motivation / engagement When do you know that your employee has a low level of internal motivation? What kind of behaviors are telling you that a certain person is not engaged? Usually you can see a decrease in efficiency and effectiveness, lower mood, an easiness to get into distress, higher possibility to get frustrated, irritated or just tired more frequently than in the past. You can observe that the employee doesn’t care about other people, sometimes saying not very flattering things about their or other teams, or even the whole organization. You can also tell that this person is never happy: whatever you do, they always find something that is not perfect enough for them. Sounds familiar? Those behaviors are one of the hardest things to deal with, since no one wants energy vampires to be in their lives, not to mention those people who can directly influence their work effects. And it’s super easy to go into this rabbit hole with your employee: to support them, to show them that you care and at the end of the day, just sit in the corner and whine with them. But after a while we just don’t want to create any more new solutions if an employee is not eager to change their way of working or behaving. Pretty often managers are not familiar with the real reasons why their employees are not motivated or engaged as they “should”. They don’t dig deeper into the subject, don’t ask questions and are not curious about the answer. They assume that it’s about money or a burnout connected with being in one work place for too long. And in 80% of the cases it’s not true. What you can do as a manager is to get to know what is the real reason of being in this state of mind. Maybe it’s something personal, troubles at home or with their health? Maybe it’s lack of growth opportunities, learning, challenge or mentoring and not a money thing? Maybe it’s about the mismatch of the position that this person has at the moment with their talents, skills and plans for the future? The possibilities are endless, but we need to get to the truth to act accordingly. If you don’t have the real reason, you can’t tailor the solution with an employee to respond to it in a good way. So it becomes a challenge that you can’t overcome. 2. Weak communication / not answering the questions I guess most of us had more than one situation in our life when you ask a question and don’t get the response we aimed for (or there is no response at all). For example, you ask your employee what can you do to support their career development. And you get the response “I don’t know” or “nothing”. Or when you see that your significant other has a bad mood and you ask “what is it?” and they say “nothing”, when it’s clearly something going on. Weak communication can mean something different for each of us: sometimes it’s a complete lack of communication (i.e. a person doesn’t speak or answer a question), sometimes a person is not clear, or not responding directly. In other cases people can be triggered somehow and respond goes from the emotional side of themselves, i.e. from anger or sadness: not necessarily adequately to the situation. For some people a problem itself is the way people communicate, because it’s really far from how they talk with others. What can manager do to improve this area? PCM can be a good start: it will give you a lot of answers to the questions about why people react in a certain way in the communication-related situation (so let’s face it: 90% of the professional cases we face every day). When you have information about the way you communicate and how your people communicate it’s easier to understand, analyze and improve the way every side communicates in each situation. The second thing can be checking the needs (hungers): does your employee has any frustrations in this area? Maybe they are a high structure need and there is a mess in the organization? It can be a source of this lack of communication (if I don’t have my structure, I’m not taking with others until I have what I need). You can take a look on this space and act on it to reduce the frustration: it can be a game-changer for you and for your employees. 3. Personal / professional development aversion Did you ever experience a situation with an employee when you started to ask questions about their growth or

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6 June 2023 No Comments
Self-Development

Process Communication Model (PCM): Introductions

Do you know the feeling when you discover something and you don’t believe that you didn’t know it before? That’s the feeling that I had during my first Process Communication Model (PCM) workshop that I’ve participated in at the beginning of this year. I was familiar with few different psychometrics before (Gallup StrengthsFinder, Insight Discovery, DiSC, HBTI, FRIS, MBTI), but I’ve never experienced the tool that would be so to the point when it comes to describing the reality of different personality types. And what’s important as well: it adds the elements of stress (calling it distress) what is one of the most crucial things for the crazy world that we experience now. I would like to give you few insights about what PCM is, how we can use it as individuals, managers, partners while being in the relationship, CEOs while being a head of a company or parents. It’s one of those solutions that can work on many different layers, in different contexts, life-roles or business areas. So adaptive, descriptive and insightful that it looks too good to be true.   What is Process Communication Model? PCM is a structure of 6 Personality Types that are the base of how we think, act and communicate with others. It is a framework that can support people in their personal and professional lives in being more conscious about themselves (treating self-awareness as a start of every growth activity that we do). And when we are more aware of how we are constructed and what it means for us, we can learn more about how we communicate (in regular situations and under pressure). This knowledge will lead us to be better with others: our significant other, kids, friends, parents, as well as with our colleagues, employees, supervisors or clients. One of the most beautiful things about PCM that I’ve discovered when I started to absorb its wisdom was that this a very structured, yet understandable way of describing how we operate, what we need when it comes to psychological needs, ways of communication (how we communicate when talking to others and what we need from others when they talk to us). And that it’s not the same thing. It seems quite obvious that there is no one-size-fits-all way of communicating with other people, but yet: we struggle with this process all the time. We learn and learn about this, we gather knowledge, tools, we practice during training sessions and workshops, but we make mistakes all the time. There are conflicts, misunderstandings that make our life miserable, not efficient or effective the way we want it to be. That’s where PCM comes, all in white.    The 6 Personality Types PCM includes 6 Personality Types within its structure. If you know different psychometrics and questionnaires, you might be interested in 2 things that I found in this one that makes this tool special: Here’s the visual of how the structure of PCM can looks like with the names and key words connected with each type. Let’s dig deeper into the description of them, so you have the idea what they are. PERSISTER is a person that is observing the world through the lens of values and opinions. They operate with a structure of their belief and values system, they have a strong opinion on every subject. When they start doing something, they are fully committed to finish it. It’s impossible for them to even think about not deliver if they promise to do it. The trust is what they value, until somebody proves them otherwise. THINKER is a person that uses data, facts, logic, information to connect with the world that is around them. They use thinking as a base of their decisions, problem solving activities, even building relationships with other people. What can’t be prove, doesn’t have a right to exist. They connect the dots, looking for the logical sequences, connections between things and answer the questions that will make more sense to them. PROMOTER is a doer. Their perception is full of activities, actions, making things happen. They need stimuli to keep their momentum going. Experiencing things is their way of learning, being able to thrive and being effective and efficient. They don’t like to wait and talk too much: “instead of talking, let’s do some action” or “less talking, more doing”, they say. REBEL is a person that needs to be in contact with others. Their perception is to enjoy things, have fun in life. They need reactions (theirs and others) to feel that they are alive and in a good place to fulfill their destiny. Being creative, spontaneous, full of energy: that’s what describes the Rebel the best. HARMONIZER uses emotions to experience the world that is around them. How they feel about certain situations, decisions or people is their compass to make further steps. They value other people, relationships and family: those are their main points of focus and a touch base while making any decisions. IMAGINER uses the world of reflection. They imagine different scenarios, options, possibilities and they dig deep into those inside of themselves. They need time and space to be in their world and they have a rich internal life that is in their bodies and minds. One of the most important thing in PCM is to understand that each person on the planet has all of the types inside of them. It’s impossible to have none of a particular type. They are just in a different order and we have different access to the higher floors of our personality structure. It all depends on how we were raised (since the order is fixed since the age of 6 years old), what kind of environment we experienced in the past and we are have in our life now. It depends on all of the experiences we gathered so far, and what we have learned about ourselves and the world. Where can I use PCM in my life? Once you fill out the questionnaire

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26 May 2023 No Comments