What Makes You Tick?
By Bob Picha
Do you really know?
Forty years ago I chanced upon something in my business that transformed my life.
As a young management consultant, I was looking for a tool I could use when approaching organizational decision makers. I knew I was asking for their time and their attention, both valuable commodities. In reality, I was asking for their energy. I knew that “energy flows where attention goes”. I needed their attention because I needed to establish trust and credibility in a few minutes, while sitting on the opposite side of their desk.
When I called to make an appointment, I asked for five to seven minutes of their time, and no more than that. They asked to explain it over the phone. My response was that it had to be demonstrated. Describing the power of this information over the phone was like trying to describe how lettuce tastes. I found a tool developed by a psychologist at the University of Minnesota, and its effectiveness could be demonstrated in a few minutes. I wanted to be able to really understand my future clients in the few minutes that I had. This assessment tool kept their attention because it was about their favorite subject… themselves, and what made them tick.
Very quickly they validated the information they discovered about themselves, and the impact they were having on their employees. They wanted to use the simple tool to understand their employees better. Then I would share a quote by Vernon Howard, “to understand people better, you have to understand yourself better… first”. I always went beyond the few minutes they gave me, explaining the three facets of their behavior: how they saw themselves, how they responded to pressure, and what they projected to other people.
They seemed most impressed when we discussed the differences in other people. They had an ah… hah moment when I said that differences could, at most, cause conflict, and at the least, cause misunderstanding and miscommunication. These differences can cause loss of energy. Loss of energy leads to loss of productivity. If you understand the differences, and you accept them, then you can develop strategies to minimize the conflict and loss of energy. I noted one of the fundamentals of human behavior and motivation… “People do things for their reasons, not yours.” This was the purpose of the Plan. They wanted their employees to experience this knowledge as well.
From that point on, I worked with my own operating manual, a “Plan To Understand Yourself And Others”. It changed my business and my life. Since that time, I have been sharing the benefits of this Plan and its language of behavior with thousands of people. I would like to share it with you now.
If you purchase a 4G smart phone today, It will most likely come with an operating manual of almost 200 pages.
Your behavioural operating manual may be 50 to 60 pages long, but with much more power potential for a smaller investment. You can accomplish much more by working with your personal operating manual. If you learn to work in your “zone”, you will be able to access free energy.
Your plan to understand yourself and others, your operating manual, is available now!