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Opportunities Could Be Standing Right In Front of You

By Dana Borowka, MA

[dropcaps type=”circle” color=”” background=””]I[/dropcaps]f this topic keeps you up at night, we have some ideas for you to consider and implement so your sailboatorganization will not only make it through the current state of business but will thrive well into the future! You’ll know by reading this article if your ship is heading towards the rocks, towards the open sea or on a clear course to your destination.

Think for a moment about the various components of a boat that are needed in order to keep it afloat and heading in the intended direction. Observe how they compare to your organization.

Components of a Vessel

Hull – Need to have a structure that can endure and thrive in the elements.
Fuel – The energy needed to move the vessel forward and towards its destination.
Crew – The crew will either make sure the ship reaches its destination in a timely manner or cause it to go off course or cause an incident that could result in loss of resources.

The Changing Environment

Water is the most unstable surface on our planet. No matter how much planning a business does a rogue wave can come along and cause havoc. This might be changes in the market, unhappy clients, distribution channels, technology, financial, etc. Preparation can only go so far yet if your organization has one key ingredient you’ll be able to survive and thrive beyond your wildest dreams.

Key Ingredient to Thrive

The answer always comes back to having the right crew on board. It all begins with the selection process, mentoring and staff development. If this is done correctly or you have the right people with potential for growth, you’ll not only make it through to 2013… you’ll also be ready to ride the wave of 2014 and beyond! Let’s take a look at how this works.

By having the right crew on board, you’ll have:

  1. Contributors – That will help the ship reach its course through innovation, ingenuity, timely fulfillment of tasks, follow through, etc.
  2. Happy customers – They’ll keep coming back due to the outstanding service and quality of the product.
  3. Happy employees – They’ll go the extra mile for the organization and its customers. This also leads to positive word of mouth that can attract top talent.
  4. Open Minded Culture – Problem solving is the key to anticipate needs, deal with weather changes, being open to adapting to the environment.
  5. Profitability – You’ll meet your organization’s goal and objective where everyone is rewarded for doing a great job and your organization will be able to continue to provide services and products with the opportunity to visit other destinations in the future.

ocean waveAn organization can build a sturdy ship but without the right people behind the scenes it won’t leave port. All this starts with the captain of the ship and with its officers. If they select the correct crew up front, they know the job will get done correctly, in a timely manner and the work can be trusted. Can you trust that your crew will do their job not only correctly and in timely manner? Do they also contribute ideas for further improvement so you can get the maximum value from each individual?

If the answer is “I’m not sure” then your answer may be reflective of the future survival of your vessel. Every organization must have all hands on deck with crew members that are excited and grateful to be aboard and have the ability to perform the best they can.

A Whale of a Tale for Teamwork

A manager once had an outstanding team but always told everyone what to do. This person didn’t listen, didn’t ask questions, demanded a higher level of volume without asking if the organization could handle it and created a closed environment. Over time things started to slip through the cracks, customers were not getting the attention they needed, sales slipped, people started to leave and the organization began to develop a bad reputation where recruitment became a problem. Upper management stepped in and started to ask the team members for their feedback. It turned out that the manager was not a good fit for that position and was transitioned into another department. When the new manager was selected, it was based not only on experience but also the ability to work with others. They learned that it is vital to understand a person’s work style and how they interact with others in order to have a high performing team. If just one person isn’t “playing well in the sandbox” the effects can ruin a brand and effect sales and future growth of an organization.

A Checklist for Success

  1. When selecting the crew – have a clear understanding of the ideal crew member and have a system and process to assure you have selected the correct crew members. This can be done through interviewing and asking questions for specific examples and compare those answers to what an ideal crew member would do. Gather as much data as possible from reference and background checks as well as provide an in-depth work style and personality assessment with Lighthouse Consulting Services. The information should be used to validate the interview responses, background and reference checks.
  2. Ask each current crew member for feedback on where they see the team and themselves could be more efficient in the market place within the next 30-60-90 days. This means that everyone on your ship needs to have their eyes and ears open to seeing where it might be possible to improve and enhance processes, structure, services, customer service, etc.
  3. Captains and officers need to listen to everyone and create a truly open environment. Come up with three things that you can do that will make that happen.
  4. Define what the ideal crew member would possess in skills, work style and personality and make it measurable.
  5. Assist the current crew to fulfill that role. Make sure you have an in-depth work style and personality assessment of your crew members so you’ll have the insight to help man on lighthouse with boatseveryone thrive and to get the best performance from every member of the team. You’ll want to know how someone problem-solves, deals with stress, makes decisions, processes information, creates and follows up on leads, etc. This will help to ensure that you have the right person in the correct position so they can perform to the best of their ability. Contact us at reception@lighthouseconsulting.com to get started.

If you have the right team in place, your organization will be able to deal with the many challenges that will come along during the voyage. The key is to hire right the first time and to assist those on board to be the best that they can be. This will lead to happy customers, happy employees, innovation for the future, efficiency for delivery of the product or service and of course, a profitable bottom line.

You can gather additional ideas for working with your current and future crew members by reading Cracking The Personality Code. To order this book, go to: www.lighthouseconsulting.com.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

What Do You And Your Team Expect From Each Other?

By Ellen Borowka, MA

What do you expect in your life? Do you find that you feel disappointed or angry, and you are not sure why? Well, you probably had an expectation that wasn’t fulfilled. Expectations play a big part in our lives. Our expectations determine whether we feel good or bad – happy or sad – content or angry – over what happens in daily life. They impact how we feel about our relationships, work, friends, and people we meet on the street, special days like holidays or birthdays and the world around us. Expectations set up the judge and jury on how we feel about our lives and ourselves. We give a great deal of power to our expectations! That is not to say that if we don’t bizpeople on blue worldget what we expect that we shouldn’t feel sad or mad. Yet, if we know more about our expectations and where they come from, then we can find ways to deal with them in a healthy manner. Then we can take our power back and have more choice in how we view and interact with our world.

The Source of Our Expectations

So, how do expectations work? Well, first we gather and accept our expectations from a variety of sources, starting from a very young age. We learn much of our expectations from our families, which can include what to expect of others and ourselves, how feelings should be expressed, and how problems should be handled. If we learned from our family that people could not be trusted, then that plays into our expectations of the world around us. Other expectations come from our religious beliefs (or those we have been brought up with); what we see in the media – television, movies, magazines, etc.; and what our society and culture holds as valuable and important. These factors all impact different aspects of our lives, like how we expect to raise our children or relate in our relationships. Or what we expect to do in our careers or believe of our limitations and responsibilities. An example of this is how media gives us definite and perhaps narrow views of gender, which influences what we expect from men and women.

The Struggle to Fulfill

The next step is how our expectations are met or not met, and we have many unhealthy ways to try to meet them. Many struggle to fulfill them by pushing or controlling situations to fit into the mold already created. We may use manipulation, persuasion, passive aggression or intimidation (with anger or tears) to fill our expectations. Or we might not do anything and allow ourselves to be disappointed so as to reinforce what we already believe about others or ourselves. When our expectations are not taken care of, then we feel those around us have failed us and that leads to anger and bitterness. We may feel used, abused and betrayed by others, which feeds into rage and distrust. Underneath the anger and betrayal is the feeling of not being loved and accepted by others and that really hurts. These feelings are made even stronger by memories of similar experiences from our past. Times when we had disappointments with our parents, siblings, friends, teachers and others. When we may have felt unloved or rejected by those around us. This can even drive us to set up expectations of others, to gain what we feel we didn’t receive as a child.

Types of Expectations

There are many different types of expectations that are based on looking to others for approval, respect, attention, and love; validation of our good self, qualities and success; to have bizman on mazecontrol or power in situations; to be taken care of by others and so on. If we didn’t receive this when growing up then that would impact our expectations of whether or not we might achieve these now. We may even unconsciously select or attract people to fill these types of expectations, who may not be able to do so. So, we sabotage ourselves and create failure from the very beginning. We may choose people that have similar issues to those from our past, like someone who has a similar temperament to our father or mother. So, we are recreating the past with all the old expectations in an effort to resolve old issues. These situations will keep coming up until we are ready to heal them. For example, many people seem to have, time after time – job after job, similar problems with their supervisors or co-workers. They need to trace the issues back to the original source, and work them out there before dealing with the present issues.

Managing Expectations

Now, how do we handle our expectations? First, it helps to be aware of what you expect, and disappointment is your first clue that an expectation was unfulfilled. Ask yourself what did you expect? What were you looking for in this situation or this person? You might need to dig around some to get to the primary issue. For example, if I hoped for a birthday card from a friend and it didn’t come, then I would think of what I expected from my friend. What did I want and need from that person? The bottomline is I wanted to know that I was appreciated and accepted by my friend. Now, this is really important if I didn’t feel appreciated or accepted by someone in my past then I would have to deal with that first.

Evaluating Expectations

Next, it is important to evaluate whether or not your expectation was reasonable and realistic. Many times we have expectations that are not reasonable or realistic, but that doesn’t mean that we are “bad” or demanding. It just means that we hope for things that, perhaps, we didn’t get at some time in our life. Occasionally, I find myself expecting my husband to know something I want or need without him being informed of my desires. What I am doing is wanting him to read my mind, which might be connected to my past where I didn’t always feel emotionally attended to. Acting on unreasonable or unrealistic expectations can cause intense disappointment and conflict with others. When evaluating your expectations, be honest with yourself – is your expectation reasonable and realistic? For example, expecting yourself to never get angry or sad is pretty unrealistic. Lastly, be clear what you expect with others. You must be able to express your expectations and not assume that others would or should know what you want. It’s difficult to get your expectations filled if you can’t communicate them to others.

Influencing Factors

An exercise to help you explore your expectations is looking at various factors that impact them. For team members, you might want to consider what you are looking for, and what do you need/want from them. How do you expect to handle conflict and communication with them? Who has control and power in this relationship? Who makes decisions and what is expected around that? How are feelings and thoughts shared? How much trust do you have in your team member? How much do you rely on each other? How do you define forgiveness and how does that affect your work relationship? What experiences, beliefs and values are impacting your expectations with them? How do you approach problems and situations with your team member – as a team or independently and what does that do to your expectations?

Self-Expectations

We have many, many expectations that we place upon ourselves, which should also be explored. What do you expect of yourself? Do you expect yourself to be a certain way? Do you expect yourself to be perfect, good and controlled? Do you judge and criticize yourself when you can’t be that way? Do you feel you should be taking care of others – perhaps filling bizwoman under magnifyglasstheir needs and desires before your own? Do you need to be in control and what do you expect of others? How do you handle conflict and why? Is it ok for you to be wrong or not know something? Do you believe that feelings must be handled in a certain way, like never losing one’s temper? Where did all these expectations come from and why? When we can understand our expectations and where they come from, then we can begin to select those we wish to keep and begin to resolve those that hold us back. We begin to gain more control and feel more satisfied with our lives. Expectations can bring hope, excitement and profitability to our team and into the entire organization. We just need to be sure that we are directing, not following, them in our lives.

Final Thoughts

According to Dana Borowka, CEO of Lighthouse Consulting Services, LLC (www.lighthouseconsulting.com) and author of Cracking the Personality Code, hiring the right people is key to future growth. If you would like additional information on hiring, please click here to see an article on this subject.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014

Ellen Borowka, MA, Senior Analyst of Lighthouse Consulting Services, LLC and her organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Ellen has over 15 years of data analysis and business consulting experience and is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

How to Create a Closing the Loop Culture

By Dana Borowka, MA

In business jargon, “closing the loop” means to follow up on and/or close out an area of discussion. The phrase is closely related to “circle back around” and “loop in.” To better achieve your objectives, experts say it’s vital that you learn to close the loop on actions so that the important actions can get done.

1 Dec 2013The metaphor is from the closed loop control process that assures a system performs within its control limits. By closed loop, this means a process where the output of the system feeds back to directly adjust performance of the system. For example, a thermostat and a furnace work together in a closed loop to control room temperature.

Another example is the recycling world, where the closed loop system gets consumers, recyclers and manufacturers to work together to reclaim valuable materials from our waste stream and use them to make new products. For a graphic illustration on the “closed loop” idea, look on the bottom of a plastic soda bottle. The familiar chasing arrows recycling symbol is a graphic depiction explaining the concept.

“In business ‘closing the loop’ is akin to following up, checking in or closing the deal,” says Jarie Bolander, a writer for TheDailyMBA.com. “The term comes from control systems where they close the control loop in order for the system to remain stable. The opposite of a stable system is one that is unstable. In control system parlance, this is referred to as an open loop system since it has no feedback and thus will likely spin out of control — kind of like projects without any follow-up.”

Bolander is an engineer by training, entrepreneur by nature, and leader by endurance. He is the author of two books: One to help technical managers become frustration free (Frustration Free Technical Management); and one to help all of us endure our struggles and hardships (A Little Nudge to Keep You Going). He holds a BS in Electrical Engineering and an MBA in Technology Management. “A lot of us struggle to get stuff done because we have to rely on others,” says Bolander. “Unfortunately, this reliance is just part of doing business.”

According to Bolander, most of us in business have had situations where we thought someone would do something and it turns out they either forgot, ignored you or did the wrong thing. All of these issues are a result of not closing the loop. In order to save you from suffering and heartache, here are some steps from Bolander that will ensure that you close the loop every time.

Step 1: Have Clear Objectives

One of the biggest challenges with getting stuff done is understanding your true objectives. Nothing will frustrate you more than launching someone off on a task that is really time sensitive but is not communicated that way. Having clear objectives means that you think about what needs to get done and craft a plan that makes sense. The trick to this is to prepare carefully and nail down what objectives are important and who you need to do them.2 Dec 2013

Step 2: Communicate Clearly

Clear communication means that your message or task is registering with the audience. This does not mean you talk slow or use 4th grade English. Rather, you need to have points in your meeting or conversation where you query for clarity and that your message is getting across. Remember, that what you say may not be communicating the message you intended. That’s why you need to constantly listen to what people say and confirm that your message or task is getting across.

Step 3: Create Natural Follow Up Points

One thing that most people struggle with is how to follow up with someone on a task or assignment. This can be a challenge for some people because it’s unclear when to follow up. If you create natural follow up points, then all sides will feel a lot more comfortable in taking your call or email. These natural follow up points are created by the person that desires the action to be completed the most. A couple of examples of natural follow up points are:

♦ Taking the action to follow up in a week if you don’t hear from someone.

♦ Set a mutual deadline that everyone agrees to.

♦ Providing information or feedback before a certain date.

♦ A personal action to follow up with data/recommendations, etc.

♦ Providing a status update when something material happens (e.g. another deal closed, hit a milestone, etc.)

There are several other natural follow up points that will become obvious to you once you start looking for them.

Step 4: Document Discussions/Actions/Agendas

Probably the single best thing you can do to close the loop is to send out meeting agendas, notes, actions and conclusions. This may seem like a lot of work but it’s a great focal point for discussion. When you send out meeting notes, you are opening up a natural follow-up point that can be leveraged to close the loop on several actions. Without this focal point, all those dangling actions will have no home. Your meeting notes and follow-up on them will provide those actions a natural home.

Step 5: Follow Up When Promised

If you want people to promptly follow up on your actions, then you need to set the example. The tone and tenor of your follow-up coupled with your punctuality will show that you care about closing the loop and this will naturally rub off on others. Nothing tells someone that it’s important to close the loop like doing everything you can do to make it easy for them.

Step 6: Repeat Until Closed

Just because you ask someone to do something, does not mean they actually heard you or acknowledged that it will get done. This means that you have to repeat the above steps until you reach the resolution you want. This might take several meetings or phone calls. In fact, it might take longer than you anticipated. The thing to remember is that you must be diligent if you want something done. That requires you to constantly communicate your desired results and close the loop to make sure it gets done.

Often Closing the Loop Means Delegating

“The best delegating tip I have is to delegate to people’s strengths and away from their weaknesses,” says workplace expert Vicky Oliver, author of five books including Bad Bosses, Crazy Co-Workers and Other Office Idiots. “Otherwise, you are trying to force fit people into roles and tasks they don’t appreciate. Perhaps someone on staff is a great writer but a poor administrative person. Don’t force him or her to complete a lot of paperwork.”

3 Dec 2013Instead, says Oliver, look for someone else on staff to whom you can delegate that role. Another person on the team may be a good “people person”, but is disorganized. Find someone else in your employ to whom you can delegate the organizational duties.

“From a hiring standpoint, it really makes sense for managers not to hire those who are exactly like them, as there will be glaring weaknesses in the team that can’t be fixed,” says Oliver. “This can be counter-intuitive because we tend to bond with those who share our interests and sometimes duplicate our strengths.”

Rather than look for clones, use an in-depth work style and personality assessment to improve hiring success. While an assessment can be a valuable resource before you hire, perhaps the true value of any assessment comes in using the insights it provides along the entire spectrum of employment. Assessments lend objectivity to decisions that may otherwise be largely subjective.

A proper assessment should reach beyond simple profiles and decipher an employee’s underlying needs. This is key for employee development, team building, conflict resolution and succession planning.

Create a Closing the Loop Culture

Below are five ways to use an in-depth work style and personality assessment in the workplace to help bring out the best in your employees at all levels in an organization, which can go a long way to creating a “closing the loop” culture.

1. Get the real picture.  Of course, every candidate wants to put their best foot forward during an interview.  However through an in-depth work style and personality assessment, you uncover a great deal about their ability to work well with other personalities, their problem solving abilities, their thought processes and their ability to tolerate stress. Assessments give you objective information that can help you make an informed decision on whether this person is a good fit for the job and for the team. If you decided to hire the person, the questions you ask during the hiring process will reduce your learning curve as a manager on how best to manage this person from day one. Ask yourself, is this someone who would be good at closing the loop.

2. Help them be all that they can be. Everyone has strengths and weaknesses. Find out the real truth with an objective 4 Dec 2013measure. Once you pinpoint the good and the bad, then you place them in the right position and coach them on where to improve. As part of the coaching, stress the importance of closing the loop to your company culture.

3. Take me to your leaders.  Work style assessments give the manager and employees a common language about how they like to interact.  The assessments can help you train future managers on how to get the best out of the team.

4. Know how to manage difficult people.  The number one reason that a loop doesn’t get closed is that a person decided they wouldn’t do it or didn’t know how. Face it, there will always be difficult people, screw-ups and flare ups on the job. Use an objective assessment to understand potential sources of workplace conflict. The best way to deal with a problem is to prevent it in the first place.

5. Get everybody to play nice. Sales and marketing, operations and financial people have to interact to make the company run smoothly. Too many employees get frustrated with other co-workers and just wonder why everyone doesn’t act like them. Through the use of in-depth work style and personality assessments, managers can coach employees how to interact better with peers.

“But you don’t want to overcompensate for people’s strengths and weaknesses so much that you inadvertently create a ‘star system,’” says Oliver.  “You really don’t want a lot of prima donnas on the team who won’t touch the grunt work! In the corporate philosophy, it helps to explain the idea of teamwork–everyone helps each other out– and the rewards for it, as well.”

Lastly, if you have hiring responsibility, I believe it helps to look at the team strengths and weaknesses. Maybe today’s glaring weakness can be corrected with one good hire.

In my view, culture trumps strategy every time. So create a culture of closing the loop at your company. Hire with that in mind, coach with that in mind, and communicate with that in mind. Click here for our bonus checklist, Quick Tips for Creating a Closing the Loop Culture.

To read Jarie Bolander’s full article, 6 Steps to Closing The Loop, please visit: http://www.thedailymba.com/2010/02/27/6-steps-to-closing-the-loop/.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article.  © 2016    This information contained in this article is not meant to be a substitute for professional counseling.

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”.  They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors.  They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops.  Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics.    He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI.  He is the co-author of the books, Cracking the Personality Code and Cracking the Business Code.  To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA  90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s,  workshops, and executive & employee coaching.  Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

You Were Born with Potential – It’s Time to Use It!

By Ellen and Dana Borowka, MA

Ever find yourself confused over what career direction to take?  Or how to successfully prepare yourself for that career search?  Whether one has been in a career for many years or just beginning, these are not easy areas to navigate through. It can be very difficult to find the career path that is right for us.  Sometimes we may find ourselves trying to live up to someone else’s expectations rather than our own; or we don’t know what we want in a career  – what will truly make us happy.

Starting the Search

So, where does one start in a career search?  First, if you have recently been let go from a company – don’t panic, as that will be picked up when applying for positions.  Yet, don’t deny the feelings of anger, hurt and fear either.  A good way to deal with these feelings is to talk to a counselor, clergy person or friend, and journal out your feelings.  That will help to resolve the feelings so they don’t get in the way of your career search.  Next, it may be best to take a week off and go away on a short, inexpensive vacation.  This may help to put things in perspective and calm things down.  Then assess your financial status & needs, and create a budget.  It’s also very important to take care of yourself while looking for a new position.  Be sure to eat healthy, exercise, sleep and keep a balance between the job search and play time.

man with roadsignsFinding Your Direction

  1. Finding the right career is a process. The following are some steps in finding your pathway. Here’s an exercise that you might find helpful in making an action plan for your search.
  2. First, dream about three things you’d love to do in life. What turns you on? What gets your blood going? Some examples could be going to the moon, being a Broadway star or exploring ancient ruins. Don’t put limits on your dreams – write them all down. This will help you to discover what pathways you are most interested in.
  3. What is it about these three ideas that really excites you? Let’s use the example of going to the moon. It may be the instruments in the Space Shuttle that really excites you. Focus in on what is so interesting about your dreams.
  4. What is it about the (you fill in the blank) in your dreams that really excites you? What is it about those Space Shuttle instruments that is really interesting?
  5. Now, you get to research! So, go to the library, Internet, college career placement centers or other resources to research the companies associated with what you are excited about. With the Space Shuttle example, you might research the manufacturers of the Space Shuttle.
  6. Then contact a company representative in the department that interests you the most. You may be interested in design, sales, marketing, accounting, etc. so ask for that department when calling. Emphasize that you are doing research when calling, as people seem to be more helpful. You’ll gain information on opportunities and job requirements in the company and the industry. Also, ask what other companies or contacts would be helpful in your research. This can give you possible referrals and assist with networking. As part of your research, see if you can visit the area where you want to work and talk to people who are in your desired career field. This will help you decide if this is the right career for you.

Sometimes, we can be too close to the situation and need help to find our way. When this is the case, be sure to reach out for assistance from a counselor, clergy person and friends. Support is very important during this difficult process. 

Researching is the Key

Research is a very important part in any career search, whether it is to find that perfect career or new position.  Many people do very little research or preparation in their search –key opens door a practice that failed us in school and will fail us in our job search.  How many people do you know who obtained a graduate degree, only to discover to their horror that they hate their new career?  If you want that great career or position – be sure you are ready in all ways for it!
When I graduated from college, I didn’t know what I wanted to do.  So, I thought about what I liked and researched three areas – business, computers and psychology. I gathered information on different careers and companies in these three areas by looking in the library’s reference section and contacting companies, individuals and counselors.  I asked about the job requirements, pros and cons, and the daily routine of my desired careers.  At the time, I used this information to obtain a business position in a corporation then later made a career change to counseling.  This process helped me to decide what pathway was right for me at that time in my life.

Career Testing

In-depth work style testing can be very helpful. It is not a silver bullet, but can assist in exploring environments that would be conductive to your personality. When used appropriately, an assessment can stimulate ideas as a part of the research phase. The data can also help in preparing for potential questions you might be asked during an interview. If you would like additional information on this topic, please email Dana at dana@lighthouseconsulting.com.

Effective Interviewing Tips

So, now that we have a direction to go in, how do we prepare for our career search? Here are some interviewing tips to help you on your way.

  1. I can’t say it enough – Research! Be sure to research the company and position fully before the interview. Know the salary range ahead of time and how long the previous employee had been in the position. Knowing how long employees have been in the position will help key you in to any danger signs. It can signal whether this opportunity is the door to heaven or hell.
  2. Self-image is very important in interviewing. Make sure your suit or interviewing outfit is in good shape and pressed. Keep appearances fairly conservative like neat hair, no long fingernails and light on perfume/cologne and jewelry. This advice may bother some, but appearances are vital in interviewing. As you may know, an interviewer usually makes a decision within the first 10 minutes after meeting the interviewee. So, it’s important to put your best foot forward.
  3. Successful resumes and cover letters target the position. Go to the library or bookstore to get ideas for effective resumes and cover letters. Keep resumes and cover letters brief and to the point – one page in length, and targeted to the desired position. Be sure to cover all areas of job requirements from the job listing in the cover letter. For example, if the listing calls for five years of experience with gadgets then put that in the cover letter. Or if you don’t have that experience then be sure to address it with similar experience or skills. Also, different jobs call for different resumes like a sales resume for a sales job or a management resume for a management job. There is a different emphasis for each job type. Plus, you always need an original cover letter for each position. Don’t use form letters, as they are too general and unfocused. After the interview, always send a thank you note. It gives you the edge over others who don’t. It’s also important to have someone else proof your resume, cover letters and thank you letters to watch for grammar and spelling errors.
  4. Practice makes perfect! Before the interview, practice with interview questions. You can get sample questions from career books at the library. If possible, practice with a friend – role-play the whole interview from handshake to good-byes. You can even videotape the interview to study how to improve your interviewing style. Be prepared to discuss your strengths and weaknesses; what you liked and disliked about your last position (in a positive manner – don’t complain about supervisors); and why the company should hire you. Keep your answers brief and to the point, using workplace examples in a positive manner. Be able to discuss difficult areas like employment gaps or lack of experience. Remember that this is the time to toot your own horn. If you don’t believe in yourself, then it will be hard for an employer to believe in you.
  5. Be prepared for that big interview. Take an extra resume copy to interview and fill out all forms completely. Confirm your interview before going. Always ask one question about the company – something you really want to know, but avoid asking about salary and benefits in the first interview. Ask for business cards to send thank you notes after the interview.
  6. You make the decision. Look around the company environment to be sure you feel comfortable there. The interview process is not a one way procedure. You have to decide if this is the right place for you. So, look at everything and everyone at the company to help you make the right decision. Listen to your intuition. If it feels wrong, then it’s probably not the right place for you.
  7. Assess the interview for self-improvement. What could you do differently? Yet, don’t beat yourself up for nervous slip-ups. We’re all human and we all make mistakes.

There’s a Place for Everyone

Well, that’s the scoop on searching for the right career. Finally, I want to leave you with a story to ponder. A friend once told me about a young lady who was trying to sell her car to pay her college tuition. She was having little luck and tuition was due in a few days. She drove her car into a gas station and began to cry in frustration. The owner of the gas station came over to see what was wrong and she told him her tale of woe. When she was finished with her story, he made an interesting, if somewhat inspiring reply. He said, “Honey, let me tell you something. There’s an ass for every seat!” Then he suggested she leave her car at the gas station and he’d see what he could do. The next day the car was sold and the young lady was able to pay her tuition. The owner would not even take a commission for the sale. When life seems dark and hopeless, this story can remind us that everyone has a perfect place in life. So, no matter how tough things may be, the right pathway is waiting for all of us. The key is to maintain our vision.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2019 This information contained in this article is not meant to be a substitute for professional counseling.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

Our Sino-Am Leadership Program helps executives excel when stationed outside their home country. American managers in Asia and Asian managers in America face considerable business, personal, and leadership challenges because of the cultural differences. This unique program provides personal, one-on-one coaching. For more information visit, http://lighthouseconsulting.com/performance-management/talent-development/sino-american-management-style/.

We also have an affiliate in the UK who covers all of Europe so we are now a true multi-national company that can support our clients globally.

The Remote Worker Dilemma

By Dana D. Borowka, MA

Why You Should Desire, Hire, and Inspire Remote Workers

[dropcaps type=”circle” color=”” background=””]M[/dropcaps]elissa Meyer will long remember the firestorm she created over remote workers. Soon after starting her position as the new CEO of Yahoo, Mayer instituted a policy to eliminate remote working and bring employees back to the offices. This caused quite a bit of anger among employees, who leaked the memo to the press. A major debate on the issue ensued in the media with the merits of telecommuting being discussed from the front page of the New York Times to parenting blogs.

img001Despite the new policy at Yahoo — which Mayer defended as “right for Yahoo right now” as opposed to an industry standard (because perhaps the remote worker policy at her company was broken and needed fixing) — there is a growing body of research that indicates there are some major benefits to allowing employees to work remotely. A study from Stanford University indicated that call center employees who worked from home increased their productivity by about 13 percent and had more job satisfaction and lower turnover. The Bureau of Labor Statistics found similar results in a study released last year. These studies also suggest this may lead to longer hours worked and less sick days taken. Additionally, it can save a business real estate costs and broaden the pool of available talent (since location is no longer a major factor).

The book, “Remote: No Office Required” (fall of 2013) by the company 37Signals says, “As an employer, restricting your hiring to a small geographic region means you’re not getting the best people you can. As an employee, restricting your job search to companies within a reasonable commute means you’re not working for the best company you can.”

Could there be an opportunity for remote workers in your company? If you are interested in incorporating remote workers into your organization, it is vital that you find the people best suited to it and then manage them properly. Here are some suggestions on how you can benefit from some of that increased productivity and job satisfaction.

How to Test Potential Remote Workers

Obviously, working remotely is not for everyone. Working away from the watchful eyes of the office requires autonomy and a limited need for social interaction that, to be frank, some just do not possess. Some workers are pretty good at it and others are pretty ugly. The trick is to find the great people who are self-motivating and can concentrate better without the distractions of a traditional office. The payoffs can be huge. But how can you find the ideal people who will thrive in a remote environment?As a trial experiment, you could start with current employees who may do well working from home. Many people may volunteer to do this, but that doesn’t mean they are the best candidates for it. As part of your initial set up of remote workers, try using an in-depth work style and personality assessment to gain objective information about your employees.

Our research for our book, Cracking the Personality Code, reveals that this is not guesswork or an untested science. Work style assessments are a standard recruiting practice for bizwoman under magnifyglassmany branches of the government and military, as well as many Fortune 500 companies when assessing potential hires for key or critical positions. We will discuss hiring in the next section, but you can start with evaluating current employees.

What are you looking for in an ideal remote worker? First of all, be sure to use an established assessment company that utilizes multiple rating scales and evaluators with comprehensive training. The assessment company you choose should help you create tailored interview questions based on the candidate’s specific personality. The purpose is to probe facets of the work style and personality you need more details on. The assessment organization should also have a copy of the job description and resume as part of the debrief discussion.

Here are some areas you may want to focus on for a work style assessment:

Determine patterns for coping with stress.

Stress is a force that tends to distort the body, a factor that induces bodily or mental tension, or an automatic physical reaction to a danger or demand in the environment. As one physician stated, “Stress is any demand, either internal, external or both, that causes us to mentally and physically readjust in order to maintain a sense of balance within our life.” Without a doubt, stress is a fact of life in today’s work world. So determining a candidate’s or employee’s ability to cope with stress is critical for a manager.

Assess their problem-solving resources.

Is this person a problem solver? If so, what kind of problem solver? Each of us has unique problem-solving resources on which we rely. Determine what the candidate’s strengths are when it comes to problem solving. What are the usual approaches this person will use to resolve these problems?

Examine their interpersonal interaction styles.

Breakdowns in communication are never good for an organization. So take a good look at the individual’s style for relating and communicating with others. How do they usually react in dealing with others? What is their comfort level in interacting and connecting with others? Personality assessments can tell you the person’s major sources of gratification and satisfaction when building relationships. Since remote workers are isolated, they need to be very effective at communicating when they do interact with managers and other employees. This is an area to really focus on in the evaluation.

Explore thought flow.

Of course, not everyone thinks and processes information the same way. A good personality test will give you insight into an individual’s thought flow. This not only helps with hiring, but understanding how someone’s thoughts naturally flow is also a very powerful management tool. Sharing this information amongst the team helps employees communicate more effectively with other members of the team.

Investigate career matching.

Certain personality tests help you gain information which may either support the person’s present career choices or assist them to explore, consider and plan for another career direction. Ask your assessment company if they have specific remote working questions that can help indicate this aspect of career suitability. A personality test can give you an indication of which jobs match the candidate’s personality type and which careers they may have an aptitude for. You do need to remember that the test results are only an indicator and should not be relied on as an absolute assessment of which career is best for the person.

Evaluate Strengths and Weaknesses.

Personality testing is a proven and effective way to create highly functional teams. This starts with a summary of each person’s strengths and weaknesses. Once you know which personality types work best together, you can mix and match your people so that you get the worker handoffmost out of each of them. For every strength a person possesses there is a corresponding weakness. Being assertive is a strength. However, a person can be too assertive and off putting for some people or in some situations. This may be useful in matching your remote workers with managers and colleagues in the office.

Since remote workers can be a bit isolated, it is essential that they be proactive, problem solvers. Additionally, they need to be happy without the social aspects of the workplace. Above all, they need to be excellent at written communication, since so much will need to done through e-mail.

How to Recruit Remote Workers

If you don’t have any suitable candidates in your office now, or you’d like to expand your remote working talent pool, you may need to recruit.

“The recruitment and sourcing is easier since you’re not asking candidates to consider relocation,” says Barry Deutsch, executive recruiter and author of You’re Not the Person I Hired. “This is particularly important to candidates with ten plus years of experience who most likely have put down roots in their local community through schools, non-profit involvement, friends and neighbors, religious organizations, and sporting organizations, such as little league or AYSO soccer.”

You can start your search in the same ways you would for in-house workers: networking, employee referrals, job board advertising, and broadcasting through social media. But since remote workers can be so specialized, you need to avoid common pitfalls of the hiring process.

Deutsch commissioned a study to identify the most common mistakes executives make in their hiring process. The top ten are:

  1. Inadequate Job Descriptions
  2. Superficial Interviewing
  3. Inappropriate Prerequisites
  4. Snap Judgments
  5. Historical Bias
  6. Performance Bias
  7. Fishing in Shallow Waters
  8. Lack of Probing Questions
  9. Ignoring Candidate Needs
  10. Desperate Hiring

Many of these mistakes apply to hiring remote workers as well. Here is some advice from Deutsch to improve your odds of hiring the right remote workers.

Inadequate job descriptions.

The job description you write for these positions will be extremely important. Not only does the description need to be clear about the situation, it should be crafted to entice the right kinds of people to apply.

Inappropriate prerequisites.

First, compare their resume against your job description. Sounds obvious, doesn’t it? Surprising how easy it is to blow right past this step in the hiring process. Past experience alone is not what you are looking for when you review the resume. You are looking at how well they performed, what their successes were, and how adaptable they might be to the job that needs to be done for your organization. Experience is nice, but results are what really count.

According to Deutsch, “It’s very important to understand the environment and culture remote workers come from. For example, if someone has never worked remotely before, it’s likely the transition to remote working might end up being a failure since they are learning on your watch.”

Superficial interviewing/Lack of probing questions.

To be sure they have the experience or attitudes you are looking for, ask the right questions. Ask them about working independently from home or an executive suite. Are they able to manage themselves? How do they maintain productivity remotely? Deutsch also recommends discussing how they were managed in prior remote positions to avoid clashes in corporate culture or style. “Probe for examples of how they are managed: rigor of reporting, calling into bosses for discussions – daily-weekly, formal and informal updates, tracking of activities worker cooperationand productivity. What are the process/tools in your company compared to their prior environments and cultures? “As a means of avoiding these mistakes, many employers are now doing “behavioral interviews.” Rather than focusing on resume and accomplishments alone, use the personality test as a jumping off point to ask open-ended questions that will cause the job candidate to describe real circumstances and their responses to them. Ask them to describe in detail a particular event, project, or experience and how they dealt with the situation, and what the outcome was. This type of interviewing is the most accurate predictor of future performance.

How to Manage Remote Workers

If you would like to use remote workers, be prepared to change your own management style. Since you can’t just walk by their desk to check in, it is crucial that tools and processes be put into place that will allow you and your employees to remain connected.

First of all, be sure that your remote worker has a dedicated workspace, whether that is a room in their home or a rented space. If they are trying to concentrate while their kids run around them playing, it simply will not work in the long run. Many companies stress that remote working should not be considered an alternative to childcare. Be sure your employee understands that they are expected to focus on their work.

Have managers and remote workers take personality tests. The results of the tests can be used as tools for productive conversations on workplace styles and expectations. Helping a remote worker understand how best to communicate with managers and supervisors can be invaluable.

Also, be sure they have all the tools they will need to complete their work. It may be a wise investment to provide the employee with a computer and printer, or whatever other technology is necessary to their job. Additionally, you should be sure they have access to online technologies that will enable you to communicate with and keep track of them. Google has some helpful free tools, but there are many other solutions that could also be helpful for your business.

Remember that communication is key. Although your remote staff will need to be able to manage their own day-to-day workflow, you and the team (whether also remote or in the office) need to be appraised of the status of their projects. Establish consistent check-ins with your remote staff (via phone or an online tool like Skype) and be sure to include them in departmental meetings, so they are in the loop.

Although they may be fine without the daily water cooler conversations of an office, you want to ensure that your remote staff can maintain social connections with the other employees of the company. Encourage them to have discussions with other staff members so that they can continue to collaborate. Also, it would be wise to bring your remote workers together at the office a couple times a year so that they can have some face time with you and their colleagues.

Since you won’t interact with them daily, it is important that you are clearly setting goals and measuring results to evaluate remote worker progress. It is important that you give feedback to remote workers, either as part of your regular check-ins, or in established performance review sessions. This will obviously require more effort on your part but will help your remote workers understand how they are doing and how they can improve.

Lastly, don’t let your remote workers be “out of sight, out of mind.” One of the biggest challenges to job satisfaction for remote workers is the perceived lack of advancement in the company. Be sure you are evaluating their results and considering them for work that would help them with career development. Do not forget to include them on projects or committees where their expertise would be useful.

To get a copy of an action item list, 10 Things to Do for Managing a Remote Workforce, please click here and sign up for our Keeping on Track Newsletter.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article.  © 2014

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.  To order the books, “Cracking the Personality Code” & “Cracking the Business Code” please go to www.lighthouseconsulting.com.

 

 

 

 

 

 

 

 

Identifying Sales and Marketing People Who Flourish in Today’s Environment

By Dana Borowka, MA

[dropcaps type=”circle” color=”” background=””]N[/dropcaps]ot all sales and marketing people are created equal. In a challenging economy, you want to hire people who are creative, image001innovative and can get results despite the roadblocks. After all, today is a new day with new opportunities for those that are open to them. To improve hiring decisions, many companies have found out how to crack the personality code by using robust in-depth work style personality testing. Work style assessments are a standard recruiting practice for many branches of the government and military, as well as many Fortune 500 companies when assessing potential hires for key or critical positions.

Our research for our book, Cracking the Personality Code, reveals that this is not guesswork or an untested science. Here are eight proven ways to use in-depth work style personality testing to hire the right sales and marketing people who are willing to fight for market share.

1. Compare Their Resume Against Your Job Description

Sounds obvious, doesn’t it? Surprising how easy it is to blow right past this step in the hiring process. Past experience alone is not what you are looking for when you review the resume. You are looking at how well they performed, what were their successes, and how adaptable they might be to the job that needs to be done for your organization. Experience is nice, but it is results that really count.

2. Assess Their Problem-Solving Resources

Is this person a problem solver? If so, what kind of problem solver? Each of us has unique problem-solving resources on which we rely. You will want to determine what the person’s strengths are when it comes to problem solving. What are the usual approaches this person will use to resolve these problems?

3. Determine Their Patterns For Coping With Stress

Stress is a force that tends to distort the body, a factor that induces bodily or mental tension, or an automatic physical reaction to a danger or demand in the environment. As one physician stated, “Stress is any demand, either internal, external or both, that causes us to mentally and physically readjust in order to maintain a sense of balance within our life.”

Without a doubt, stress is a fact of life in today’s work world. So determining a candidate’s or employee’s ability to cope with stress is critical for a manager.

4. Examine Their Interpersonal Interaction Styles

Breakdowns in communication are never good for an organization. So take a good look at the individual’s style for relating and communicating with others. How do they usually react in dealing with others? What is their comfort level in interacting and personal connection with others? Personality assessments can tell you the person’s major sources of gratification and satisfaction when building relationships with each other.

This is the time to identify potential red flags. A personality assessment can discover issues that are sometimes overlooked during the traditional interviewing process and can quantifybizman opening door a hunch or feeling the interviewer may have about a particular candidate. Knowing interpersonal interaction styles can also help understand how to manage individuals for greater work performance. A comparison of the interpersonal dynamics of teams, departments, employees and candidates is well worth the effort.

5. Analyze Career Activity Interests

Certain personality tests help you gain information which may either support the person’s present career choices or assist them to explore, consider and plan for another career direction. This is not to say you will be recommending another career choice to someone you are considering hiring or currently managing. Rather, you are using this information to determine fit. All organizations want to ensure that they have the right people in the right positions and effectively distribute these human assets and talents.

6. Assess How They Respond To Tests

You should also use tests with scales for what is known as “impression management.” This is necessary in order to understand the accuracy of results and whether someone is trying to “fake good” or misrepresent themselves. A critical element in predicting a potential candidate’s success is measuring real personality and style in an interview. An in-depth work style and personality assessment presents a fairly accurate picture of a candidate’s personality, work style and fit within a company’s culture.

If a profile does not have an impression management scale, then it is difficult to tell how accurate the data is. A profile needs to have at least 165 questions in order to gather enough data for this scale.

7. Chronicle Strengths & Weakness Ledger

Benjamin Franklin reportedly had a decision-making process when he was faced with important challenges. Franklin divided a sheet of paper into two columns, and on the left side listed the reasons for doing something and on the right side the reasons against. Much like a bank ledger with credits and debits, this simple tool greatly aided the analysis of information. Often a quick scan of the two lists gave him the information he needed to make the right choice.

We recommend you do the same for the personality of a job candidate or an employee under your supervision. Like a bank ledger, every credit should have a corresponding debit. That is because for every strength a person possesses there is a corresponding weakness. Being assertive is a strength; however, that personality can be too assertive and off putting for some people they deal with.

8. Create Personality Probing Interview Questions

So, what have you learned about the job candidate so far through personality assessments? What remains to learn? To find out, developinterview questions that probe facets of the personality you need more details on

pen on bookForget those old standby questions like, ‘Tell me about your strengths and weaknesses’. Instead, let’s say you wanted to determine how they cope with stress. You might ask the candidate to give an example of when they made a terrible mistake and how they handled it. Ask them how they think others perceive them when they are under stress. For making a mistake, did they blame others or take responsibility for the outcome? Listen for their process. Do they ask for help? Watch body language and tone of voice to see how much insecurity the candidate expresses at the idea of making a mistake or having stress..

As consultants trained in psychology, this is something we help our clients create for new candidates. To help you create questions, here are some preliminary interview questions for a candidate. Naturally, these are not meant to be questions to ask all candidates, but are indicative of the types of questions you might ask:

What process do you think helps you to learn? Give an example of how you learn a very complex system or skill and what your process was?

How would you handle a situation that brought up many different changes? How do you like to see change take place? Give an example when change was implemented and it just didn’t work out.

Have you ever worked with individuals who are abstract thinkers? How did you deal with that kind of thought process?

Give an example of when you have had to make an exception to the guidelines or rules. How have you handled that?

What was the most challenging sales situation you have ever faced and won? Give an example of when you lost a sale and what you could have done differently.

Whew, seems like a lot to worry about. As with any business decision, having and organizing the right information is critical. Work style and personality assessment testing can key in door lockprovide insight into potential hires, as well as the current workforce. The trick is to gather the information and then look at it in an organized fashion.

 

Permission is needed from Lighthouse Consulting Services to reproduce any portion provided in this article. © 2014

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, dana@lighthouseconsulting.com & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, workshops, and executive & employee coaching. To order the books, “Cracking the Personality Code” and “Cracking the Business Code”, please go to www.lighthouseconsulting.com.