In Part One of this series I shared three bad habits, closely tied to our personality, that anyone can repurpose for good. If you want to change those unhealthy behaviors and are looking for the silver lining, read on! Here are the other three bad habits, and how you can leverage your hidden character strengths for good.
Process Communication is about types in people, not types of people.
The Process Communication Model (PCM) is an internationally acclaimed, highly reliable, behaviorally based communication model. From NASA to Pixar animation studios, a past president to business leaders on all five continents speaking 30 different languages, PCM has been used to individually tailor connection and motivation and build trust and rapport.
PCM identifies distinct personality types, each with their own character strengths, preferred modes of communicating and interacting, unique motivational needs, and predictable self-sabotage behaviors. All six are in each of us.
One of the unique features of PCM is that it shows how every one of us has all six of these types in us in a preferred order, much like the floors of a building. Our personality “condominium” can be arranged in any one of 720 different combinations (six factorial for the mathematicians). The PCM assessment generates a valid and reliable communication profile showing the order and relative strength of each floor. PCM training teaches people about their own structure, how to navigate their own personality for maximum effectiveness, and how to communicate with every other type. It’s the ultimate decoder ring!
In part one of this two-part series, I argued that President Trump is not crazy or even mentally ill. He’s in distress. I demonstrated the highly predictable nature of his behavior and personality through the lens of the Process Communication Model® (PCM), a powerful behavioral communication framework that has helped improve communication and leadership for NASA, a former president, and Pixar studios, just to name a few.
Recognizing the positive traits, motivational needs, and predictable distress behavior is the first step in crafting a more effective leadership strategy. Step two is adapting how we communicate with each personality type in order to positively motivate them and reduce the unhealthy distress behavior.
As I described in part one, it is evident that the Promoter personality type is most prominent in Trump.
He will get get excitement and thrills and attention. If he doesn’t get it positively by winning for the good of America, he will get it negatively through creating negative drama.
Everyone is trying to figure out President Trump. A group of Psychologists even has gone public with its diagnosis.
My assessment is that Trump is not mentally ill, not even crazy. He is in distress. He’s been in distress for quite some time, probably on and off for his whole life, and more often than not since he started campaigning for president. And it seems to be getting worse. This has been cause for concern from many of his supporters. Increasingly, those working closely with him are struggling to find positive ways to contain his behavior and help him lead effectively.
Regardless of where you stand politically, it’s critical that we find healthy ways to positively motivate our President. We need strong, positive leadership in an increasingly chaotic and polarized world.
Many people think Trump is unpredictable and chaotic. Nothing could be further from the truth…if you know what to look for.
This is part three in my three-part series on disruptive behavioral technologies that will dramatically improve relationships and results.
How do you feel when someone starts a sentence with “If I’m being totally honest,” or “May I be honest with you?” Are they lying the rest of the time? What have they been hiding?
It’s a setup. It’s a justification for them to share their opinion or feedback about you, while keeping themselves conveniently out of the hot seat.
This is part two in my three-part series on disruptive behavioral technologies that will dramatically improve relationships and results.
Most negative behavior is a symptom of an unmet positive need. Here’s the logic; if people don’t get their needs met positively, they will attempt to get those very same needs met negatively, with or without awareness. To learn more about this, read my series covering the six most common patterns of negative behavior and the unmet positive need.
Disruptive technology is a game-changer because it changes the rules of the game.
Once in a while a new way of doing things comes along that doesn’t just improve things; it transforms them. Businesses are looking for disruptive technology and disruptive people, those who challenge the status quo, try new approaches, and re-write the rules of the game for breakthrough benefits.
When was the last time you encountered a Disruptive Behavioral Technology?
John Stumpf, former CEO of Wells Fargo, was fired for failing to stop some 5,000 employees from setting up phony accounts for customers. At his congressional hearing, Stumpf, a man who had risen to the top of the world’s most valuable bank, seemed utterly unable to read a room.
Oscar Munoz and his company, United Airlines, was publicly ridiculed for weeks following completely inadequate attempts at an apology for dragging a man off an overbooked plane. How could the CEO of the world’s third largest airline be so out of touch?
Why does president Trump seem to get more and more impulsive and misogynistic on Twitter the longer he is in power, even when his behavior directly undercuts the support he needs to be successful?
This is part six in my six-part series on how to communicate with people in distress.
Some people in distress make silly mistakes that invite criticism and rejection. They second-guess their abilities and begin to believe they are not worthwhile, and it shows in their behavior. Whether they are putting themselves down or worrying about what bad thing might happen to them next, they expect to be hurt and rejected eventually. Consequently, they avoid making decisions, or make bad decisions that invite negative attention.
This is part five in my six-part series on how to communicate with people in distress.
Some people in distress isolate and withdraw, turning inward and shutting down. They appear to be disconnected from reality and can become unresponsive in deep distress. They may start projects but not finish them, spinning their wheels for extended periods of time. They often forget to take care of themselves or their responsibilities, and don’t ask for help, so it’s easy to forget about them.