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TSDI & Coaching
TSDI & Coaching
How suited are the
Coach & the Client
• What is your MVS?
• What is the MVS of the Client?
• What natural benefits will your MVS bring
to the relationship?
• What do you potentially need to be
on guard against?
• What coaching style would work best?
We will send you a copy of suggested Do’s and Don’t’s when coaching
different coloured MVS positions
Coaching & SDI(Getting the best out of Ourselves & our
Relationships
SELF TEAMSOTHERS
Suite of 8 assessments
Strength Deployment Inventory (SDI)
1. Self
2. Expectations (Self or Other Rater)
3. Feedback (360 use)
Strengths Portrait (SP)
4. Self
5. Expectations (Self or Other Rater)
6. Feedback (360 use)
Overdone Strengths Portrait (OSP)
7. Self
8. Feedback (360 use)
Introducing
Reports & Materials that could be useful in 1:1
Reports & Materials that could be useful in 1:1
Authentic
‘Being Yourself with Skill’
Understanding Perceptions
…why you are trying to do it.
You see yourself based on… They see you based on…
MOTIVESMOTIVES
…how they react to what you do.
are what people see are harder to see
Like a buoy,
strengths shift
based on the
environment.
Your motives anchor
your strengths.
They are the reason why
you do what you do.
Strengths Motives
3Primary Motives
P E O P L E
P E R F O R M A N C E
P R O C E S S
We are motivated by concerns for...
...wanting to help others
...wanting to achieve results
...wanting to establish order
®
Trip Around
the Triangle
Red-Blue
Blue
Hub
Blue-Green
Red
Red-Green
Green
Where do you think you are?
Your MVS
Results
Page 2
Pages 3 & 4
Pages 3 & 4
®
You can lead from anywhere on the triangle
What style of leadership or management do you prefer to use?
Enabling or
Supportive
Direction or
Example
Coaching or Mentoring
Consensus or Team-based
Exception or
Process
Empowering
or Guiding
Strategic or
Tactical
Energisers
Can you think of situations
where you have been
energised recently(one
example of each)
Task
Other
Environment
Self
What was the cause?
How would we know?
The environment that will get the best out of you
You are most engaged when…
Your De-energisers or Conflict
Triggers are:
What do you want to be valued
For?
How does your MVS help you in your Role?
How has this helped you achieve what you have achieved so far?
How will this help you achieve your key goals for the future?
Is their anything that you would like to do differently to achieve your goals?
Maximise your
‘personal differences’
How do your top 6 strengths help you to be effective in your role?
How have these Strengths helped you achieve what you have achieved so far?
How will they help you achieve your future goals?
Are their any of your lower Strengths you think would help you achieve your goals?
What are your early thoughts on what you would like to: Maintain – Borrow - Develop
Maximise your
‘personal differences’
Understand...
Your own motives
Other’s motives
Clearly know...
The results you want
The results others want
Choose the right strength to...
Improve relationships
Produce good outcomes
When you are at your best:
You can borrow
any of the 28
strengths effectively
ConflictWhat it is and how to
address it
Opposition is
about disagreement
Opposition
can be productive
People go into
conflict only about
things that are important to them
Conflict is about
a threat to values
Conflict is
usually unproductive
Conflict provides an
opportunity to learn what
matters to people and a
chance to make it right
Opposition vs. Conflict
3Motives in Conflict
A C C O M M O D A T E
A S S E R T
A N A L Y S E
Wanting to...
...and preserve harmony
...and prevail over obstacles
...and slow things down
pp
The Conflict Sequence
Anticipate
Prevent
Awareness
Adapt: Behaviour &
Communication Style
Self
Other
Problem
1st Stage
Self
OtherProblem
2nd Stage
Self
Other
Problem
3rd Stage
Identifying, Managing
and Resolving Conflict
How do you change when in
Conflict?
What might get in the way
®
Overdone Strengths Defined
Overdone strengths (weaknesses) are
behaviours intended as strengths, but
are perceived negatively
...and could cause conflict.
What Strengths might you
overdo that could get in the
way?
Are some of these when
things are going well or are
they when in conflict?
What might get in the way
Overdone Strengths Portrait
Results
®
®
®
Others
®
Red-Blue
Blue
Hub
Blue-Green
Red
Red-Green
Green
How well do you know your people?
Do you know what motivates/energises them?
Do you know what frustrates them/deenergises
them?
®
Red-Blue
Blue
Hub
Blue-Green
Red
Red-Green
Green• The reality is that they are all different
• They have different needs and motivations
• They see the world through their own lens
• They feel comfortable/uncomfortable with different styles of communication and behaviour
®
Plot some of your Key
Relationships on a
blank triangle
Key Relationships
Action Planner page 1
Action Planner page 1
Action Planner page 1
®
Red-Blue
Blue
Hub
Blue-Green
Red
Red-Green
GreenObserve what they do and how they do it but the real key will be to establish the reason why they do it.
Practice the why questions
Listen with the intent to understand
How do I work out where they are if
they haven’t completed the SDI?
®
What do you see as their top 6
Strengths?
Your
Strengths
and Reasons
SUPPORTIVE
Find the example
reasons that
connect your
top strength to
your MVS.
pages 13-20
pages 13-20
®
Persuasive
Principled Forceful
Persevering Self Confident
Eric Lawrence
What MVS do you think Mary is?
Why do you think this?
What strengths do you see her deploy?
Why are these important to her?
®
Fair
Supportive
Caring
Helpful
Self-Confident
Abrasive
Unbending Domineering
StubbornAggressive
Persuasive
Tell me how she is when she is at her best?
®
Fair
Supportive
Caring
Helpful
Self-Confident
Abrasive
Unbending Domineering
StubbornAggressive
Persuasive
Tell me how she is when she is at her best?
Adapting Your Style
• Do you know how to adapt your style with each of them when:
• Setting Objectives
• Giving Praise or Recognition
• Giving Development Feedback
• Do you know what level of support/direction/ development each of them
want/need?
• Do you know how they react when things aren’t going well and how you may
need to adapt your style?
Understand...
Your own motives
Other’s motives
Clearly know...
The results you want
The results others want
Choose the right strength to...
Improve relationships
Produce good outcomes
The Art of Borrowing
You can borrow
any of the 28
strengths
effectively
MVS Communication (MVS Colour)
EffectiveCommunication (Do’s)
IneffectiveCommunication (Don'ts
Consider…
Body Language
Facial – Hands – Stance
Intonation
Speed – Volume - Emphasis
Word Choice
Should vs Could etc
Environment/Ambiance
Demeanour - Mood
Review Guidelines= Strongly agree
Disagree or Question
Add Information
®
Red-Blue
Blue
Hub
Blue-Green
Red
Red-Green
Green
Giving Praise & Development Feedback
Body Language
Facial – Hands –
Stance
Word Choice
Should vs Could etc
Environment/Ambiance
Demeanour - Mood
1. Choose a strengths that you value in
a colleague and think about how
you might communicated that to
them
2. Pick a strengths that you would like
them to deploy more effectively and
think about how you would
communicate that to them
®
Red-Blue
Blue
Hub
Blue-Green
Red
Red-Green
Green
Connect the anchor to the buoy
Setting Objectives/Allocating Tasks
Communicating Objectives You now have to set the
objective for:
‘Completing Effective
Performance Reviews’
Each group has to set the
objective for a different MVS
colour.
What words would you use to
bring this objective to life and
motivate someone from the
MVS you have been
allocated.?
Practice Communicating Your Intent
1. Outline the situation
2. Write down and then practice
delivering your intention
Body Language
Facial – Hands –
Stance
Intonation
Speed – Volume -
Emphasis
Word Choice
Should vs Could etcEnvironment/Ambiance
Demeanour - Mood
Anticipating &
Preventing Conflict
Cleanse Your Lens
Anticipate the things that others do
that frustrate us or wind us up
How can we view their behaviour
differently?
What might be the positive intent
behind the behaviour?
May there be a cause that we
haven't thought of?
How might their filter view their
behaviour?
How could we react differently?
Step into Their Shoes
Consider the things that you might
do that could frustrate others
How might others view your
behaviour?
What impact might it have on
them?
How could you adapt your
behaviour to achieve a better
outcome?
What do they want from you?
Two Sided Contract
What do they want from you?
Expectations vs. Feedback
Making a Difference
Commitment to
Adapt our
Behaviour/Style
Understanding Expectations
Awareness
Final Reflections
Your feedback is welcome.
You can also email me:
Join TotalSDI (UK) Facilitators
Group on LinkedIn:
www.totalsdi.uk/ukgroup
