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Adapting Leadership to Behavioral Styles

Adapting Leadership to Behavioral Styles

1h 6mIntermediate2021-03-17

Authors

Eric Zackrison

Eric Zackrison

Teacher, Trainer, Consultant, CEO of IDI.US Inc.

Madecraft

Madecraft

Full-Service Learning Content Company

Course details

Many of us are fascinated by identifying and categorizing types of people, whether it’s an online quiz or a professional assessment. Over 2,000,000 people a year take the Myers-Briggs Type Indicator, for example. But it's not enough to be able to categorize people as personality types. The real strength is in gaining an understanding to help better your leadership, relationships, and teams. In this course, Dr Eric Zackrison teaches leaders who want to become more effective and impactful to harness the power of behavioral assessments and the knowledge they provide. He shows just why understanding your team’s—and your own—behavioral styles is so important, as well as how to select the right assessment tool and avoid common pitfalls when using it. Eric also takes a deep dive into the Interpersonal Dynamics Inventory, including its key types and how to harness the power of a variety of personality types, so you can ultimately become a more responsive and knowledgeable leader.

Skills covered

Organizational LeadershipLeadership and ManagementOne-Off

Concepts

0. Introduction

  • 01 - Adaptation is a management tool

1. Uncovering Personality and Behavioral Styles

  • 02 - An allegory of differences
  • 03 - Relationships happen between people
  • 04 - Intent vs. impact
  • 05 - Benefits of understanding self and other

2. Working with Assessments

  • 06 - Types of behavior assessments
  • 07 - Using assessments in the workplace
  • 08 - Common problems with assessments

3. Applying Interpersonal Dynamics Inventory

  • 09 - Interpersonal Dynamics Inventory
  • 10 - Directiveness and how to measure it
  • 11 - Affiliation and how to measure it
  • 12 - Recognizing relators
  • 13 - Recognizing motivators
  • 14 - Recognizing producers
  • 15 - Recognizing processors

4. Adapting for Successful Management

  • 16 - Adapting affiliation
  • 17 - Adapting directiveness
  • 18 - Improving conflict management
  • 19 - Improving motivation and delegation
  • 20 - Meeting team and organizational needs

Conclusion

  • 21 - Mold yourself and your team

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