Assessments and Models We Use
The People Skills Group uses a myriad of tools and complimentary assessments to provide you will a full picture of yourself or your team, and to help you to carve a more comprehensive path forward. We provide assessments and models that help you understand the cognitive, emotional, conversational and internal needs that drive behavior to help you increase awareness and fill gaps in perception.
Our choice of models and tools for your team are customized to help you resolve the unique issues that arise on your team or in your organization.
The EQ-i 2.0 Emotional Intelligence Assessment
Contrary to popular opinion, current research indicates that up to 70% of our success at work may be due to our Emotional Quotient, rather than our IQ or even our functional expertise. Emotional intelligence is a set of emotional and social skills that collectively establish how well we perceive and express ourselves, develop and maintain social relationships, cope with challenges and use emotional information in an effective and meaningful way. The People Skills Group uses the EQ-i 2.0 to help people identify,understand and develop their emotional skills for managing productive and effective outcomes in the workplace. The EQ-i 2.0 can be administered individually, in group sessions or in a 360 multi-rater format.
Conversational Intelligence® (C-IQ) for Teams and Leaders
Conversational Intelligence is the next
generation of intelligences that enables us to understand how to move from I-centric to “WEcentric.” EQ is about identifying and learning to manage emotional content while working with others. C-IQ is about how to have conversations that enable you to communicate those thoughts and feelings in a way that builds Trust with others. Understanding C-IQ enables us to build Trust through effective communication that opens people up to listening to connect. C-IQ provides new and innovative frameworks for understanding how conversations shape our relationships, partnerships, our culture and our reality. Built on a strong foundation of neuroscientific research, C-IQ introduces new frameworks and tools for creating higher levels of trust, of activating higher levels of engagement, strengthening partnerships, and catalyzing co-creation and innovation in relationships, teams and cultures. As we build trust with others, we strengthen our ability to express our inner thoughts and feelings – which strengthens our relationships and creates mutual success.
The Intentional Leadership Audit (ILA)
It is important for leaders to understand and develop their strengths and weaknesses in general, but it is sometimes even more important to pin point ones’ development needs for the current context or situation. The ILA, created by our colleague and Type expert Jane Kise – author of over 21 books on the application of psychological type – does just that. This research-based leadership audit embeds a 12-lens framework for exploring the essential tasks of leadership. It helps leaders to understand and explore more fully their natural paths for leadership and potential areas for growth within the roles they are in or are aiming to fulfill. The ILA is a tool to help leaders synthesize their psychological type and emotional intelligence skills, within a framework that facilitates polarity thinking – this AND that, rather than this OR that. Highlighting development areas within the polarity framework helps leaders adapt and move to where they need to go, not by choosing a particular way to be, but by maintaining who they are and balancing the opposite skills when the situation calls for it.
The Five Dysfunctions of a Team™ – Team Assessment and Model
Oftentimes when we are called in to help Executive Teams to work more cohesively together. For this task, we often use the methodology developed by Patrick Lencioni – The Five Dysfunctions of a Team. This model, when combined with our expertise in the Myers-Briggs Type Indicator®, is a powerful tool for helping teams build toward the 5 key components of teamwork: Building Trust, Mastering Conflict, Achieving Commitment, Embracing Accountability and Focusing on Results. We use tools and techniques throughout the program which ground people in the practicality of how to use the MBTI® as a tool to foster engagement in working through these five team challenges.
The FIRO-B™ and FIRO-Element B™
The FIRO-B™ otherwise known as the Fundamental Interpersonal Relations Orientation-Behavior™ Instrument helps people understand their interpersonal relationship needs in the three major areas of: Inclusion – being part of a group, Control – influencing a situation, and Affection – establishing close relationships with others. On each of these three dimensions, results indicate how a person tends to behave toward others and how a person wants others to behave toward them. The FIRO-B™ informs people about how these needs influence their communication style and behavior and is especially helpful in conflict management, as well in teams.
Thomas-Kilmann Conflict Mode Instrument™
The Thomas-Kilmann Conflict Mode Instrument™, otherwise known as the TKI™ is designed to assess an individual’s behavior in conflict situations. The instrument helps people to look at their own and team members’ conflict styles from the perspective of two underlying dimensions: assertiveness – the degree to which a person satisfies their own concerns – and cooperativeness – the degree to which a person tries to satisfy others’ concerns. There are five different conflict modes that fall along these two dimensions. The instrument is particularly useful for assisting teams in understanding how they can adopt a conflict style that is best suited for each particular problem they may be trying to solve in the workplace.
The Interaction Styles™ Model
Created by a guru and well-respected author in the psychological type community, Linda Berens, the Interaction Styles™ model is a holistic model that provides people with an understanding of their patterns of communication when interacting with others. Our Interaction Style is an inborn pattern that is observable, and stems from a neuro-physiological drive to interact with people in a certain way. We take a “stance” and place ourselves in a position or role when we relate to others, and it is expressed in our verbal and non-verbal communication style – in either a Directing way, or an Informing manner. There are four Interaction Styles which fit into one of these primary communication styles. We use the Interaction Styles model in team, leadership, and individual development.