Getting to Know You too
After 40+ years in business, I can say with certainty that many things have changed, not the least of which is technology. But one thing that hasn’t changed much is the challenge of finding and mentoring the right people for our organizations. The interview process is a combination of art and science and often comes down to our gut feeling about someone. The long-drawn-out question and answer process of interviews can be tedious, and it can also leave you with inconclusive results. I discussed my views on this subject in a blog titled “Getting to Know You…” published this past May.
In this blog, I would like to present a different person who might introduce themselves like this:
"Hello, my name is Ricardo “M” Vega. I’d like to share some detailed information about myself. I've organized it into categories that I believe will interest you"
Environments where I thrive are those with clearly defined rules, regulations, and responsibilities.
I value the present I believe it is only in the present that one can fully know all the pertinent facts needed for objective analysis. I think the future can be predicted and planned based on currently known facts but relying solely on such predictions is dangerous.
I prefer learning subjects presented factually and allowing time for analysis. Emotional presentations put me off, especially when they are based on opinions or speculations unsupported by facts.
Communication is very important to me, and I approach it in a matter-of-fact and controlled manner. I naturally provide data proceeding from evidence to conclusion. My focus is on content rather than nuance or hidden meaning. I am an attentive listener, focused on the facts and structure of the topic being shared.
I experience change as inevitable and necessary to respond to and accommodate new facts. I view change initiated without solid analysis as inefficient, wasteful, and harmful. If a methodology was sound yesterday, then there is something about it that is fundamentally right.
I am motivated by structure and the opportunity to provide others with practical courses of action. People that I consider inconsistent, unpredictable, and overly emotional de-motivate me. I value facts, efficiency, and accomplishment.
I believe conflict can be resolved through an examination of the facts. When all the data is brought to light and examined sensibly, the most logical course of action will become clear. I view conflict as an irritating reality that can be mitigated if addressed objectively, openly, and with no hidden agendas.
I am a stable and reliable team member, especially in teams with a logical plan designed to produce specific, concrete, measurable results. I avoid personal and emotional entanglements with the team but work dependably and cooperatively.
As a manager, I delegate to others with clarity about expectations concerning responsibility, timelines, quality, and quantity. I won't speculate on what might be if hypothetical possibilities occur, as I prefer to provide a matter-of-fact forecast of what can be accomplished given the specifics of the current situation. I avoid micromanagement.
As a leader, I attract followers because of the commonsense aspect of my clear and rational approach. I believe that the correct, obvious, and most effective action is evident when an analysis of the data and facts has been completed. I am open to other points of view if objective data support them, but I tend to disregard appeals of emotion or sentiment.
I believe that persuasion is a negotiation of give and take between two sides. I take a logical, controlled, and well-managed approach to persuasion. I analyze the situation and the opposing point of view before beginning. I provide thorough information about my conclusions, and since I appreciate that information must be digested, I often follow up with written summaries that outline the fundamentals of my position.
With this kind of information, it's so much easier to have a conversation with a new employee to hone in on the strengths that complement the team and help the employee settle into a role where they can be a valuable contributor.
When you seek employment, understanding your strengths will allow you to ask pointed questions during your interview to ensure that you are getting a job that will utilize your strengths to the fullest.
For example, given what we know about Ricardo “M” Vega from the information presented above, he probably will not be happy working in a chaotic environment with constant change, where roles and responsibilities are fluid, or where measurable progress and results are hard to find (Unlike Ricardo “A” Vega in our
As an employer, as you compare the skills that each person brings to the table, it would be so much easier to identify positions within your organization where person fits best when you understand their skills and talents. And as a job applicant, knowing your own strengths and where you shine allows you to understand where your skills would fit within an organization instead of settling for a role that will give you little personal satisfaction.
The scientifically-backed approach to obtain this information is Your Perceptual Style. Knowing your strengths and the strengths of those you work with makes all the difference in being happy and successful at work.
Check out our tools for Managers and Coaches, as well as our Career Blueprint. You’ll be glad you did!
Please share your thoughts on this topic in the comment section below.
To find out more about the services we have available to help you find the success you want and deserve go to http://www.YourTalentAdvantage.com.
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About Ricardo Vega
Ricardo Vega is the Director of Operations at Vega Behavioral Consulting, Ltd. and a certified Perceptual Style Guide. He has over 40 years of experience in technology, product and project delivery, disaster recovery, and team coaching. He specializes in helping entrepreneurs and teams with Product Planning & Delivery, Team Building, and Change Administration. For more information, visit https://www.YourTalentAdvantage.com.
For additional information on Ricardo Vega, please click here