Description: In this episode, Marc shares Part 1 of 4 parts of the CareerPivot evaluation process. This is the first half of the feedback session, where Marc helps Tim understand his interpersonal and social strengths and needs. Tim shares office stories that illustrate his strengths and stresses.
[1:36] Tim is a 50-year-old guy who has been stair-stepping himself out of a career and building a business on the side. Last month he got laid off, which is his trigger to take action. This episode will cover Tim’s Birkman interests and interpersonal behaviors. Listen to the episode first, and then download the reports and listen to it again.
[2:37] Tim gives his first thoughts after reading the report. He agrees with the vast majority of it but found a few things that surprised him. Marc does not use the job titles and families category because the jobs of five years ago are changed or gone, and the jobs of five years in the future do not exist yet. Jobs are changing quickly.
[5:46] Tim pulls up his profile to follow along with Marc. Marc first covers Areas of Interest, which are not necessarily skills. The scores are 1 to 99. Today’s discussion is on these components: Effective Behavior, Needs, Normative Pattern, Acceptance, and Organizational Focus. Tim’s Organization Focus is “Get ‘er done,” and Tim agrees.
[9:15] Marc explains Tim’s circumstances prior to the call. They will discuss whether the side gig Tim is working is right for him. The Key will be to pick the right clients, and the clients he will not want to work with.
[10:45] Interests with Basic Colors measures interests. Tim scores high on Mechanical, which means he is a puzzle solver. Tim has a podcast, and he is very fastidious about editing it. Solving problems gives him energy. His hobby is carpentry. Marc says when he is stressed or tired, Tim should do what he likes to do. He should add it to his business.
[13:13] Understand what you like to do and are good at; everything else — outsource. Tim comes up 72 in Persuasive, which means he likes convincing people. Marc applies this to Tim’s teaching and becoming a subject matter expert. He is in the middle in Scientific, so he likes research. He also likes music.
[15:11] Tim is low on Social Service and Office Professional. Tim doesn’t like other people’s rules, but he is OK with rules that he makes up.Tim reflects on his previous job and the things he disliked there. Marc says Tim is a borderline Structured Anarchist.
[16:55] Tim is not very numerical. He can do his bookkeeping, but it is not a favored activity. One of the key differences between talents and skills is that we can develop skills in things not tied to innate talents, but even if we excel at them, overuse leads to burnout.
[18:25] Tim examines his behavior matrix, that Marc creates. There are four behaviors: Interpersonal, Organizational (structure, authority, and change), Time Management, and Planning (big decision-making); and two attitude boxes: Freedom (wanting to stand out) and Challenge (ego). Tim is low on Challenge, which says he worries.
[19:45] Tim needs to surround himself with positive people and find ways to feed his ego with enjoyable activities.
[20:52] Respect for Issues and People. Tim deals with others with openness and frankness, and insight into their feelings. He is direct, without being blunt. Tim should not find a position where he needs to be directive. Others showing him respect and appreciation are important, and Tim is at his best when others are aware of his feelings.
[25:21] Tim will need to be careful working with clients. If he has an abusive client, it is important to fire that client. Becoming a subject matter expert will get him respect.
[26:02] Tim’s Cause of Stress is the disconnect between his Interpersonal Needs and his Usual Style. This may make it hard for others to know his feelings, while he may suspect them of insensitivity.
[27:02] Tim’s Reactions to Stress are shyness, oversensitivity, and embarrassment. Tim recognizes these reactions in himself. Tim needs to learn to identify his reactions as they occur, so he can do something about them.
[27:43] Tim’s Most Effective Behavior makes him sociable, at ease in groups, and communicative. Tim’s Need is to spend considerable time with himself or with one or two trusted individuals. He is a closet introvert. The key piece is that he is seen as social, but he needs his time alone. When he is with people, he needs their support.
[32:23] Tim does not like all-day meetings, especially when they are for the sake of having a meeting. Pressure to be involved in social or group settings can upset his sense of well-being and cause withdrawal to a surprising degree. Marc suggests Tim should break for lunch and doing an enjoyable activity. These are restorative niches.
[34:40] Tim recalls circumstances from his former job that allowed him to work partly at home, and only come to work at the office for spreadsheets. When his needs are not met, he withdraws, ignores the group, and becomes impatient. This happens in long meetings.
[36:40] Tim is moderately competitive, determined and forceful. He believes others are more competitive. He gets frustrated when he is not recognized for accomplishment. Tim shares a success story from his last job, where he saved the company millions of dollars, but instead of praise, he got laid off.
[39:01] Tim wants his strokes. In another episode Marc will discuss what that means. There is also financial reward, and verbal recognition. When did Tim feel the most valued at work, and what did they do?
[40:22] Tim’s Causes of Stress: not being informed, impracticality, or extreme idealism shown by others. Tim shares stresses he experienced from one boss. Tim’s Stress Reactions:Over-emphasizing quick success, becoming opportunistic, self-promotion. There were times Tim used these tactics.
[43:40] Need for Empathy, Dealing with Emotions, and Logic vs. Feelings: Tim can display emotion openly, but is usually low-key and matter-of-fact. He is practical, logical, and objective. Tim’s need is for people to treat him with logic and objectivity, with a reasonable amount of sympathy for his feelings. He wants people to care about him.
[46:15] People who are higher on the empathy scale tend to work better in an office with women. Tim may prefer to have some female clients. Tim’s balance of practicality and sensitivity from others means that people who are too detached may cause him to magnify his own problems, while excessive emotionalism may cause him anxiety.
[48:43] Tim’s stress reaction is to detach or get discouraged.
[49:29] Next episode will be the second half of the feedback session, covering organizational behaviors, time management, and attitudes.
Mentioned in This Episode:
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