The Birkman Method serves as:• An assessment tool that measures motivation and
outward behavior• Non-judgmental profile of interests, behaviors,
motivational needs, and reactions under stress• Predictive summary of how individuals and work-units
approach communication, conflict, and decision-making• Your targeted objective is to identify your “effective or
productive” behaviors, your needs or motivations, and your unproductive behaviors
• Leadership effectiveness is rooted in FLEXIBILITY – your path lies in “RANGE” NOT “CHANGE”.
Architect of the Birkman Method
• Developed in 1952 by Dr. Roger Birkman• WWII fighter pilot who observed that
individuals experiencing similar situations have different perceptions
• Continued his research after the War as an Industrial Psychologist
• Pioneered use of computer methods to identify differences within self and between others
Background
• Birkman taken by over 2 million people • Used by more than 75% of Fortune 500• Comparative business/industrial database of
leaders from various countries around the world• Validated by the US National Science Foundation– Valid across corporate functions and cultures
• Measures self + social perceptions + motivations• Creates common language about leadership and
communication styles
2 Basic Premises
1. There is no such thing as normal behavior
2. There is no logical connection between the way we act and the way we need or want to be treated
Platinum Rule: “do unto others as …”
How Birkman uses these premises:Behavioral Relationships
NEEDS
STRESS
If
Met
If Not
Met
• Observable
• Learned
•Effective and productive
• Underlying or hidden
expectations and motivations
• Difficult to change – core
strengths
•Counter productive, frustrated,
reactive behavior
•Least effective, least economic
behavior
USUAL
INTERESTS•The way you like to getwork done•Motivates you to have yourneeds met
Why does it work?
• The intensity is measured numerically using two 1-99 scales– 1 for usual behavior– 1 for needs and stress
1-39 Low 40-60 Mid 61-99 High
Intense Intense1 40 60 99
The Birkman dimensions to Performance:
1) ORGANIZATIONAL FOCUS
2) USUAL BEHAVIOR
3) STRESS BEHAVIOR
4) MOTIVATIONAL NEEDS
5) INTERESTS
Organizational Focus (Foundation ColorsSM)
A persons …
- natural approach to work - natural approach to problem solving- means of engaging and influencing others- dominant perceptual filter or viewpoint
The Foundation Colors are designed to be
• Design/Strategy• Sales/Marketing• Operations/Technology• Administration/Fiscal
Leadership Style Grid
IMPLEMENTER
•Action-oriented
• Energetic
• Logical
• Friendly
COMMUNICATOR
• Competitive
• Assertive
• Flexible
• Enthusiastic ADMINISTRATOR
• Orderly
• Concentrative
• Cautious
• Insistent
PLANNER
• Future-oriented
• Creative
• Reflective
• Insightful
Direct
Indirect
PeopleTask
A person’s External PRODUCTIVE Behavior
In Birkman terms we call these Usual Behaviors and are defined as the productive, socialized behavior that is observable by others. It is seen by others as socially positive, flexible, adaptable, civilized, appropriate, comfortable, natural, and easily modified by experience or training.
Usual Behavior
A person’s Internal HARDWIRED Needs
In Birkman terms we call these Needs and are defined as what one expects (and needs) interpersonally and from their environment to stay in healthy, productive behavior.
Underlying needs and motivations are rarely observable by others and sometimes hidden to the individual. They are neutral (not positive or negative), persistent (hardwired) and are critical to understanding behavior and motivation.
Motivational Needs
A person’s External UNPRODUCTIVE Behavior
In Birkman terms we call these Stress Behaviors and are defined as the counter-productive, frustrated behavior that is observable by others. It can be seen by others as defensive, ineffective, reactive, uncomfortable, costly.
Stress Behavior
A person’s Occupational and Recreational Interests: In Birkman terms we call these Interests and are defined as what a person likes to do and where they prefer to direct their energies.
Interests
Over time, Interests your choices in life, even your choice of work, free time, and general motivations. Consider these as broad canopies under which many sub-interests lie.
• Artistic - Creative, artistic expression
• Clerical - Administrative, data processing, numerical, personnel
• Literary - Language skills, writing, abstract ideas
• Mechanical – Technical (low and high tech), hands-on tools
• Musical – Participation or appreciation of musical arts
• Numerical – Analytical, practical, computational
• Outdoor – Garden, natural environment, rural, sports
• Persuasive – Sales, negotiation, influencing, debating
• Scientific – Investigation, research, methods & connections
• Social Service – Community involvement, services that help
The 11 Birkman Behavioral ComponentsEsteem – sensitivity in relating to individualsAcceptance – relating to people in groupsStructure – systems and proceduresAuthority – directing and controllingAdvantage – idealism vs. realismActivity – preferred pace for actionChallenge – self-imposed demands for achievementEmpathy – involvement of feelingsChange – restlessness, preference for changing focusFreedom – independence of thought and behaviorThought – approach toward decision-making
Direct, straightforward, unevasive, matter-of-fact, candid
Open and sensitive, deliberate yet respectful, moderate with others
Serious, earnest, appreciative, insightful, supportive, sense of purpose
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Factual, reason/logic-oriented relationships, directness, sentiment-free candor
Moderate sensitivity balanced with appropriate frankness and openness
Genuine respect and appreciation from others, ample time to explain/justify points, tact, diplomacy
Overlooking others’ needs, underestimating sensitivity needed by others’, lack of tactfulness, detachment
Sensitivity to criticism or surprisingly impersonal to others
Undue sensitivity, reduced self-confidence, shyness, hurt feelings, defensiveness
Issues to Consider: Managing performance problems and reviews, appropriate use of candor, awareness of others’ feelings and special needs, sensitive or difficult business issues
Esteem – sensitivity in relating to individuals “Issue vs. Person”
Able to be and work alone, withstands group pressure, independently reasons
Balance of social and private activities, social and attentive, communicative
Highly communicative, sociable, at ease in groups, pleasant and outgoing
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Freedom from constant social demands, time for quiet reflection, the company of a few close friends
Balanced social and private activities and demands
Group activities, support and acceptance by others, a significant number of casual relationships
Impatience, withdrawal, ignoring others, anti-social, overly critical of groups
Either quiet withdrawal and ignoring groups or an over-eagerness to please the group
Social anxiety, seeking group approval/popularity, avoiding close personal ties
Issues to Consider: Social enthusiasm, participation in meetings, conflict and debate, open lines of communication, comfort in interacting within groups, spontaneous expression
Acceptance – accessibility; relating to people in groups
“Alone vs. Group”
Acts on own initiative, enjoys real-time planning, flexible, readily accepting
Balanced structure and flexibility, concerned with essentials
Concerned with detail, logical thought processes, completion-oriented, systematic
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Freedom from close control, minimal routine, variety, frequent change, sense of adventure
A balance of reasonable predictability and opportunities to move ahead on own initiative
Stable, orderly, predictable, systematic environment; an organized and structured framework; clarity
Neglecting systems, order, plans; disregarding details; resisting routine
Either over-controlling details or over-looking routine matters
Rigidity, over-controlling, excessive attention to detail, resisting unexpected change
Issues to Consider: Managing meetings effectively, clarity of delegation, project management, time management, sustaining systems and procedures, organizational change
Structure – approach toward details, plans, systems and procedures
“Flexibility vs. Structure”
Pleasant, agreeable, self-directive, suggestive, democratic
Balances discussion with assertion, authoritative yet pleasant, self-directive
Self-assertive, seeks to influence and excel, enjoys directing others, competitive
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Peaceful environment, free from open disagreements and confrontations, agreeable and pleasant relationships
Clearly defined authority, enabling balanced amiable and assertive relationships
Authority figures that are strong and enforce boundaries, opportunities to discuss and debate
Resisting direction, difficulty speaking up, avoiding open disagreement, concealing authentic reactions
Either withholding viewpoints and opinions or voicing them too freely
Demanding forceful direction, argumentative or provocative statements, domineering bossiness
Issues to Consider: Collaboration, cooperation, conflict management, use of authority, listening skills, openness to others’ ideas and dissent, quality of delegation and direction
Authority – directing and controlling, verbal dominance
“Suggest vs. Tell”
Trustful, cooperative, well-meaning, idealistic, others-minded
Careful while trustful, competitive while resourceful, balanced idealism and realism
Competitive, resourceful, opportunistic, high regard for winning, respect for the individual
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Team-oriented cooperative approach, atmosphere of mutual trust and loyalty
A balance of opportunities to serve and help others as well as opportunities to compete and win
Recognition of achievements, a sense of competitive advantage, reasonable, practical, opportunity to win
Gullibility, too idealistic, too impractical, protecting unrealistic ideals
Becoming self-protective, either too idealistic or too opportunistic
Overemphasizing quick success, too opportunistic or self-promotional, self-protective, over-competitive
Issues to Consider: Risk-taking, security and stability issues, winning, materialism, intangible rewards, bargaining, negotiating, meeting efficiency
Advantage – approaches toward incentives and trust
“We vs. Me”
Reflective, receptive, thoughtful, idea-minded, efficient with energies/efforts
Active yet thoughtful, balanced vigor and reflection
Vigorous, persuasive, enthusiastic, energetic, operates on high energy levels for prolonged time periods
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Idea stimulation, reflective thought, freedom to set own pace, time for ample renewal
Environments that allow balanced thoughtfulness with action-orientation
Outlets for activity and energy release, a busy schedule, situations that require action
Low energy reserves, delaying action, avoiding accountability, tedium, discouragement, disengaged
Restlessness, boredom, fatigue
Restless tension, impatience, edginess, inefficient actions, frenetic motion
Issues to Consider: Urgency in decision making, balance between action and thought, patience with planning and pacing, self-management, personal effectiveness, reaction time
Activity – preferred pace for action
“Mental expression vs. Physical expression”
Confident in abilities, charm, self-accepting, enthusiasm, pleasant, at ease
Confident but critical, pleasant, enthusiastic
Pride in achievements, endures sustained opposition, introspective, driven, strong-willed
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Opportunities to excel, criticism balanced with praise, activities that reinforce confidence
Environments that are balanced in self-confidence and self-criticality
Reassurance, encouragement from personally challenging work and life situations, continually elevated goals
Too focused on image, blaming problems on circumstances, avoiding introspection
Too critical of self/others, self-doubt or resisting opposition
Self-punishing, loss of confidence, too critical of self/others, sense of worthlessness
Issues to Consider: Constructive feedback, criticism, disagreement, blame, expectations, accomplishments, goals, mistakes, recognition
Challenge – self-imposed demands for achievement“Identity vs. Accomplishment”
Objective, practical, logical, definite/decisive in opinions, action over thought
Thoughtful yet practical, objective yet sympathetic, warm yet practical
Intuitive, insightful, genuine with feelings, sympathetic and caring, emotionally expressive
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Practical and logical approaches, minimal emotional complexity
Moderate emotional understanding combined with practical, logical objectivity
Outlets for strong subjective feelings, emotional discussions, high regard for emotional data
Low sensitivity, becoming impersonal, emphasizing immediate results, unaware of emotional data
Becoming too detached or dispirited, discouraged or insensitive
Discouragement, over-sensitivity, too subjective, magnifying personal problems
Issues to Consider: Performance reviews, feedback, encouragement, emotional intelligence, conflict resolution, objectivity, building relationships, approachability, urgent collaboration
Empathy – expressing and managing feelings/emotional data
“Logic vs. Feeling ”
Able to concentrate, thorough, purposeful, resists distractions
Attentive yet able to concentrate, resists undue distractions, adaptable
Easy to stimulate, responsive, attentive, adapts easily to variety, ready to start new things
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Minimum unexpected change, protection from interruptions, ample time to consider change, completion
Moderate amounts of change, the ability to control distractions and gauge variety
Stimulating and frequent change in activities/tasks, variety, novelty, relief from routing, changing priorities
Resistance to change, inflexibility, frustration, over-concentration, rigidity
Resistance to abrupt change, inflexibility or difficulty concentrating
Restlessness, lack of perspective, weakened concentration, impatience
Issues to Consider: Reaction, sense of urgency, response time, speed of execution, distraction management, follow-through, concentration, self-discipline
Change – restlessness, preference for changing focus
“Focused vs. Variety ”
Consistent, conventional, cooperative, restrained, values rules/procedures
Individualistic yet restrained, consistent but responsive, consistent yet distinctive
Self-directed, spontaneous, inner sense of freedom, responsiveness, unconventional, self-initiated
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Consistency, predictability, well-established rules and procedures, order, certainty
Consistent yet original, orderly while somewhat ambiguous
Encouragement and support for individuality, acceptance of non-conformity, freedom for original thought/behavior
Over-control, defensive thinking, conforming reasoning, restrictive, constrained, inhibited
Over-control, defensive thinking, conforming reasoning
Unpredictability, too individualistic, lacking consistency, non-conforming, rebellious
Issues to Consider: Team conforming, cooperation, collaboration, willingness to take initiative, resistance in work/social situations, creativity, strategy
Freedom – independence of thought and behavior “Conventional vs. Independent”
Matter-of-fact, decisive, action-oriented, preference for action over caution
Reflective yet decisive, thinking before acting, quick grasp of situations
Thoughtful, reflective, concerned with future consequences, draws on experience, weighs both sides
0-39 40-60 61-99
USU
ALN
EED
SST
RESS
Minimal ambiguity, freedom to take immediate action, limited verbal exchanges
Freedom to take quick action as well as reflect appropriately
Ample time to consider all angles and possibilities, time to hear opinions and discuss options/suggestions
Impulsiveness, over-simplification, hastiness, overlooking details, frustrated by ambiguity
Hastiness or over-cautiousness
Over-cautious, over-processing, unnecessary worry, needless postponing, fear of mistake, decision evasion, unsure of self
Issues to Consider: Decision-making, supporting analysis, degree of comfort with risk, consistency in positions taken, patience with decision-making, bottlenecking, approvals
Thought – approach toward decision-making “Action vs. Reflection”
The 11 Birkman Behavioral ComponentsEsteem – sensitivity in relating to individualsAcceptance – relating to people in groupsStructure – systems and proceduresAuthority – directing and controllingAdvantage – idealism vs. realismActivity – preferred pace for actionChallenge – self-imposed demands for achievementEmpathy – involvement of feelingsChange – restlessness, preference for changing focusFreedom – independence of thought and behaviorThought – approach toward decision-making
1. Collect data on leadership and self
2. Pause, Challenge, Choose
3. Continue, Start, Stop
4. Create Flawless Goals
5. Refine and Follow-Through…
Strongly connected to deep purpose, beliefs, and valuesEasily recognizable and relevant top priority by you and others
Resonating commitment and structured accountability
Accomplishment produces visible, measureable, and incremental outcomes
Articulated with highly specific and time-bound parameters
Proclaimed in 1st person, personal statements of desire
Flawless Goals