FIRO-B &

STENGHTHS
July 18, 2011
 July 18, 2011
• Course Administration
– Panel Assimilations
– Industry Groups 7/20
– Final Exam
– Interview Techniques
– Networking Opportunity
• ABILENE PARADOX
• FIRO-B
• Group Exercises
 Panel Group Meeting
1. Decide on number of behavioral interview questions that
you will be using.
2. Select the questions for each person.
3. Make sure you understand the requirements around the
AD.
4. Order of interviewees, establish timelines FOR EACH
PERSON.
5. The order of interviewers.
6. The more you organize beforehand the smoother 8/1
will be.
7. QUESTIONS?
 PACKET REVIEW
IN THIS ORDER

1. LINKED IN PROFILE – 50 POINTS

2. CAREER WORKSHEET – 25 PTS.
3. RESUME – 25 POINTS
4. POSITION AD – 25 PTS.
5. BEHAVIORAL INTERVIEW QUESTIONS –
25 PTS.
6. PEER EVALUATION – 25 PTS.
Most job-hunters who fail to master the job-hunt or find
their dream job, fail not because they lack information
about the job market, but because they lack information
about themselves. -Richard Nelson Bolles
 AWARENESS

• “Awareness should not be confused with introspection or

insight; rather, ‘at its best, awareness is a continuous means
for keeping up to date with one’s self…It is always there, like
an underground stream, ready to be tapped into when
needed, a refreshing and revitalizing experience’ “ (Polster &
Polster, 1973, pp. 211-212).
 BOOK RECOMMENDATOIN

“Teamwork begins by building trust.

And the only way to do that is to
overcome our need for invulnerability”
Lencioni, p. 63

Lencioni, P. (2002). The Five dysfunctions of a team: A leadership

fable. San Francisco: Jossey-Bass.
3 TOP THINGS Corporations
look for in new hires at the
management level … List what you think.
 #3 INITIATIVE
[Self Motivation]

The power or ability to begin or follow through energetically

with a plan a task; enterprise and determination. Source: American
Heritage Dictionary
 #2 Interpersonal Skills

The ability to relate to other people in an effective manner.

 #1 COMMUNICATION
SKILLS!

The art and technique of using words

effectively in imparting one’s ideas.
ABILENE PARADOX-
JERRY HARVEY
FIRO – B
TAKE THE ASSESSMENT
 FIRO – B Provides Insight at
Both Individual and Group Levels
• Our individual needs for Inclusion, Control and Openness
• Our relationships with other people
– How we fulfill social needs in groups
– Compatibility

FIRO-B can facilitate our understanding of team

dynamics and how to improve team effectiveness
 FIRO-B Measures Interpersonal Needs

• INCLUSION: The extent of contact and prominence that a

person seeks

• CONTROL: The extent of power or dominance that a person

seeks.

• AFFECTION: The extent of closeness that a person seeks.

 Measures How Much Needs are
EXPRESSED and WANTED
• EXPRESSED: The extent to which a person will initiate the
behavior. The behavior you are most comfortable in
demonstrating toward others.

• WANTED: The extent to which a person prefers to be the

recipient of the behavior. The behavior you prefer others use
in their attempts to get together with you.
 MY RESULTS
Expressed Inclusion Expressed Control Expressed Affection Total Expressed
Behavior

3 0 9 12
(5) (3) (8) (16)

Wanted Inclusion Wanted Control Wanted Affection Total Wanted

Behavior

0 2 8 10

Total need for Total Need for Total Need for Affection Overall Interpersonal
Inclusion Control Needs

3 2 17 22
(5) (5) (16) (26)

Where you have very high or very low

scores, go hum……
 What’s considered a high and a low score?

0 – 2 (Low): The behavior described will rarely be displayed by

the person.

3 – 6 (Medium): Although not extreme, the person may display a

tendency toward the behavior described.

7 – 9 (High): The behavior will be noticeably characteristic of the

person.
 GROUP EXERCISE
• GET INTO YOUR INDUSTRY GROUPS

• SHARE YOUR LOWEST SCORE AND TALK WHY YOU

THINK IT IS LOW.

• SELECT YOUR HIGHEST SCORE AND TALK ABOUT WHY

YOU THINK IT IS HIGH.

• DO YOU THINK YOUR OVERALL INTERPERSONAL NEEDS

SCORE FEELS ACCURATE FOR WHERE YOU ARE IN
YOUR LIFE RIGHT NOW?
STRENGTHS
FINDER
WHY DO ORGANIZATIONS FOCUS
ON DEVELOPING WEAKNESSES?
“Fixing” Weaknesses
Most organizations are built on two
flawed assumptions about people:
• Each person can learn to be competent in
almost anything
• Each person’s greatest room for growth is in
his or her areas of greatest weaknesses
“Fixing” Weaknesses
For centuries, mankind has been guided
by the belief that good is the opposite of bad

• ….and has since been fixated in studying

fault and failing
• ….in order to learn about strengths and
success
The Strengths Revolution

Two assumptions that guide the world’s

best performers:
• Each person’s strengths and talents are
• Each person’s greatest room for growth is in
the areas of their strengths
What Makes a Strength?
• A strength = Talent + Knowledge + Skill
• For an activity to be a strength
– You must be able to do it consistently
– You must derive some intrinsic satisfaction from the activity

• Your talents are natural, instinctual

recurring patterns of thought
Why Focus on Strengths?

• The organization whose employees feel that

their strengths are used every day is more
• When we get to use our strengths, we
powerful and more robust
naturally excel
• The tragedy is not that we don’t have enough
strengths, it’s that we fail to use the ones we
have
Strengths-Based Performance
Management
• Most organizations agree on the three key
areas of performance worth focusing on
– The person’s impact on the business
– The person’s impact on the customer, whether internal or
external
– The person’s impact on the employees around them
What About Weaknesses?

Success is achieved when you

capitalize on your strengths, and
manage around your weaknesses
Fixing weaknesses can help, but it is
damage control, not development
Parting Advice
Dedicate 50 – 70% of your
development to building
your strengths
Neighbor SHARE

• TURN TO YOUR NEIGHBOR AND SHARE ONE OF THE

STRENGTHS THAT SURPRISED YOU THE MOST AND
WHY?

• WHEN WAS THE LAST TIME YOU WERE ACKNOWLEDGE

FOR ONE OF YOUR STRENGTHS?