Picture this – you’re heading to a potentially great business opportunity, one that could significantly shift your organization to the next level.
You are well prepared, have all your ducks in a row and as you arrive at the meeting place, realize, you have no idea how best to communicate with the CEO you are about to meet.
You see – so far the pitch has been via emails, attached marketing material, answered questions back and forth all leading to today. BUT no thought of how to communicate in a Behaviorally Smart way.
All the preparation in the world won’t get the deal if you have no idea how best to communicate when you are in the room.
We’ve all been there, we’ve all done it. Made assumptions based on LinkedIn profiles; about me sections of websites; or Googled to find pen pictures, but the reality is – you don’t know me, and I don’t know you.
In her article The 5 Personality Traits That Make for a Better Life Science of Us Melissa Dahl makes this observation: people are complicated, perhaps more complicated than these (Big Five) five aspects of personality can adequately represent..
Yes, people are indeed complicated, but why couldn’t part of preparation for an event such as this include knowing in advance how individuals communicate; what their business approach style is, all of which would create a starting point to inform the meeting and with such powerful information build greater connection and trust.
The answer is simple DNA Natural Behavior Discovery puts you in the driving seat of your relationships, whether business or personal. It takes just 10 minutes to complete and can form the basis of every, and any connection. All it takes is emailing a link and asking the prospect, client, staff member to complete it. They complete a questionnaire, and a report is produced. But it doesn’t stop there – you can then compare your personality profile with the person you are about to engage with and produce a meeting report that will not only provide insight into how to communicate, but how best to present your offering.
This Behaviorally Smart approach is used in endless numbers of scenarios – to name just a few:
- Financial advisor and client
- Making a pitch to a VC
- Performance review
- Building teams
- Managing boardroom challenges
- Selecting a mentor
- Family succession planning and so much more.
With reliability factor of 91% and having been completed by millions of people – taking the DNA Behavior journey will not only set you up for success but set you apart from others regarding the professional way in which you approach business meetings.
In Part 1 of this series, we established that as a couple the President and the First Lady have undoubtedly understood how to modify their natural behavior and communication style to lead the family, work together and carry the heavy responsibility of the Presidency for the next 4 or more years.
But what of the wider family, some of whom will be actively involved in working with the President and First Lady and continuing to run the Trump Empire? What of their aspirations? How has becoming a member of the First Family of the United States altered their approach to family, life, and business?
In Part 2 we will consider the family dynamics in relation to their building a sound working relationship together. This family is unique in that it needs to have a very stable EQ. Much of what they do is not only covered by legislation, in other words, it’s Dad who is the president, not them! They are separated in terms of state and their family business. How they relate and interact with one another, remembering that every family has its own unique dynamics, will be dependent on each knowing how to manage their emotional intelligence.
This First Family will be no different to many others; they will share bonds, have a history and like most families will have tensions, disconnects, but always follow the same old adage blood is thicker than water. Like any group of people the core dynamics, that is, values, biases, culture, education, experiences, will all be part of the family dynamic.
Using their two strongest behavioral factors the following provides short insights into the individuals that form the Trump Family:
President Donald Trump (Influencer) He is spontaneous and moves/thinks at a fast pace. The President has a unique blend of confidence, initiative, and people skills. He will typically be able to see the larger vision and then use his superior communication skills to influence others towards accomplishing it. He will wholeheartedly invest time and effort into developing others and their personal performance towards goals, particularly strategies that he sees significant potential in.
First Lady Melania Trump (Facilitator) She is reserved and patient, much needed natural behaviors to be able to oversee the dynamics of this family and bring calmness to it. She will combine the ability to guide the family with feelings yet with the determination to reach goals and accomplish tasks. Melania’s blend of behavioral strengths makes her well suited for situations where setting the agenda and recognizing the needs of other people are required. Further, consistency, reliability, and persistence are important. She will flourish in an environment where there is plenty of stability, group decision-making is needed, and where she is recognized for the contribution, she will undoubtedly make.
Ivanka Trump (Reflective Thinker), is structured and plans well, she is analytical, thorough, and philosophical in her search for meaning, truth, and purpose in all she does. Ivanka is particularly adept at drawing incisive conclusions from data and research. Her accuracy and precision are valuable in any group setting, and she will bring objectivity to decision-making processes. Typically, she will prefer to follow guidelines in completing tasks and will expect co-operation to be given.
Donald Trump Jr (Influencer), like his father, he is spontaneous however, he takes measured risks. He has a unique blend of confidence, initiative, and people skills. Furthermore, his father will first see the larger vision, and then use his superior communication skills to influence others towards accomplishing it. Donald Jr. will instead wholeheartedly invest time and effort into developing others and their personal performance towards goals, particularly strategies that he sees significant potential in.
Eric Trump (Adapter), is somewhat unique in that she, like all adapters, has the unusual ability to be able to adapt to the needs of their environment, and displaying whatever behaviors are necessary for success. Eric is very versatile and will generally partner and team well with others. He can generally perform well many tasks relating to achieving his goals and managing his performance and operate most effectively when he has very clearly defined expectations and boundaries.
Tiffany Ariana Trump (Engager) She will enjoy meeting new people, new situations, and new environments and will be a promoter. Tiffany will use her people skills to build relationships and interact with an ever-widening circle of contacts. She enjoys using their verbal skills and will be very outgoing. Tiffany will approach situations enthusiastically, especially when she is passionate about the outcomes, and enjoy new opportunities, and starting (rather than finishing) new projects and goals.
A Summary of the Family’s Behavioral Strengths and Struggles. Knowing these will have definitely helped the family to be successful in business, and to manage the huge transition to being the First Family.
As Family unit regardless of whether they are building the business or representing the Nation, their approach to finances is stable. They don’t squander money or make unwise business decisions that could bring the empire down. This approach is likely to be the approach the President takes as he oversees the US$.
Building and shaping the culture of an organization begins with the behavior of the leaders. When leaders are behaviorally smart, and understand their leadership and communication style, they are more likely to set the kind of example they want everyone to follow.
There is no one leadership style fits all. The key, through self-awareness, is to find the balance that works with the teams you lead.
The Fast-Paced Leader
A leader who is fast paced, logical, challenging and tends to be critical may well deliver results, but can damage the talent they are responsible for leading. This style of leadership births a culture of stress, staff turnover and unwillingness to want to work under their leadership.
The Analytical Leader
The analytical, systematic, rigid, work by the rules, style of leadership may be a gatekeeper in terms of the processes of the organization, but can shut down innovation, spontaneity and the kind of creative approach to decision making required when things go wrong. This inflexible and rigid style of leadership does not inspire a culture of shared goals, thoughts and ideas.
The Skeptical Leader
In today’s rapidly changing market, businesses need innovation to survive. A skeptical leader who is not open to ideas, continually questions, is guarded and fails to build trust with their teams, will not create the kind of innovative culture that breeds success. Finding a successful balance between trust and a healthy skepticism that protects the business is tough.
The Competitive Leader
Similarly, leaders whose focus is solely on results, who is very competitive and wants always to be the one who sets the agenda, can push teams too hard to achieve goals. If these leaders see targets slipping away they can become manipulative and assume a driven style of leading that causes teams to crash and burn. This approach leads to a toxic culture – very difficult to recover from.
The Peoples Leader
Leaders who are highly people focused and expressive, can inspire passion and purpose, but if this style of leadership is not based on a foundation of a clearly articulated vision and mission, the culture they create is one of chaos and confusion – but fun. Leaders such as this need strong boundaries and need to learn to focus on one goal at a time.
The Risk-Taking Leader
Some leaders are comfortable with taking risks. They know their limitations and are comfortable with managing failure. However, when risk taking leads to over confidence, leaders will cut corners placing the business in jeopardy. Further, team members assume the culture of risk extends to them. This can lead to outlier behavior as they take inappropriate risk that undermines the organization.
The Creative Leader
The highly creative leader embraces new ideas, can be quite abstract in their thinking and open to imaginative approaches to decision making. However, such creative ideas need to have value, they can’t be random as this leads to a culture of anything goes. Creativity in leadership works when it’s part of a culture that is sensitive to teams, colleagues and the overall needs of the business.
The Cooperative Leader
Not many organizations survive on a cooperative style of decision making. When a leader is seen to be compliant others very quickly take advantage of them. They may well be able to communicate the vision and encourage input from teams, but without their own understanding of how to be behaviourally smart, this style of leaderships leads to the loudest voice getting their way. Further, it can lead to a culture of frustration as the leader seeks everyone’s opinion before making a call.
The Reserved Leader
Generally, the reserved, reflective leader tends to be a loner. They do not have an open-door policy and can be withdrawn. This style of leadership breeds a culture of suspicion and can lead to more outgoing team members driving the culture and making decisions that are inappropriate. However, when the leader understands the importance of building relationships, this style of leader is likely to be much more accurate in their instructions. They prefer to get things right first time and will reflect and focus on this.
The Patient Leader
When a leader is overly understanding and tolerant there will always be others who will take advantage of this. A culture of leniency will prevail and mistakes will be repeated leading to frustration and discontent from team members. Generally, this leader tries to create a culture of stability, believing that everyone will function more effectively within the environment. This approach only works when everyone has knowledge of each other’s preferred environment for working, otherwise the culture will be too relaxed.
The Spontaneous Leader
Spontaneity challenges many people who prefer leadership to be structured and predictable. A spontaneous leader creates a culture of impulsiveness and lack of planning and forethought. Spontaneity panics some people and can lead to disruption and stress in the workplace.
A Leader who can create a successful organization culture will not only understand their own natural behavior and how to manage it, they will invest time gaining insight into the behaviors of their teams. When they achieve this balance, the culture they create looks like this:
- There is a shared vision – communicated in a way that everyone feels valued in role for delivering it
- There are high levels of personal confidence
- Everyone has a can-do attitude
- Teams collectively look for solutions
- The leaders listen to other ideas and suggestions
- The individuals feel motivated
- Attrition is low
- There are clear goals and everyone knows where they fit in delivering them
- Success is shared
- Trust goes both ways
- There are quantifiable measurable outcomes that demonstrate the culture of the organization
A good idea, a solid strategy, an understanding of clients genetic makeup could be a ticket to their success. But without this insight – failure is more likely both for you as an advisor and for the client who wants to be an entrepreneur.
DNA Behavior International’s extensive research from recent academic research and studies supports the findings that a person is born with entrepreneurial genes. Providing advice to a client like this could be tricky.
A key for financial advisors is to understand the genetic makeup of an entrepreneur. What makes them tick. All entrepreneurs have similar characteristics. Their minds are genetically wired in the same way. In other words, they tend to depart from established patterns of thinking. Their resilience and appetite for risk are inherent qualities. The more mindful financial advisors are in their understanding of the entrepreneurial mind, the greater the chances of success in delivering sound targeted advice.
The Business DNA research concludes that entrepreneurs have the following genes in descending order of dominance:
- Resilience (Measured by the Fast-Paced trait) – they achieve results, manage setbacks and rationally take quick action.
- Risk Taker (Measured by the Risk trait) – confidently take risks and tolerant of losses.
- Creativity (Measured by the Creative trait) – innovative with ideas and seeks to differentiate.
- Work Ethic and Focus (Measured by the Pioneering trait) – pursues goals and is often ambitious and competitive.
- Charisma (Measured by the Outgoing trait) – outgoing, connects with a lot of people and influences people to follow them.
Entrepreneurs are confident, passionate and determined to succeed. They are comfortable taking the risk and will invest heavily in their business venture, maybe to the detriment of other areas of their life.
However, being genetically predisposed towards entrepreneurialism doesn’t guarantee that an individual will become an entrepreneur and then whether they will succeed. It is not just enough to be born with the entrepreneurial gene, people must do something with it. Financial advisors need to be able to dig below the surface to understand the dynamics of the entrepreneurial client and then can target advice.
Behaviorally smart financial advisors should be:
- Comfortable being a user to test the financial validity of an opportunity.
- Confident enough to challenge ideas and ask questions.
- Trustworthy enough to encourage yet confront when the entrepreneur’s ideas are spinning out of control.
When financial advisors understand that Entrepreneurs are driven by the need to succeed and control their own destiny, they are less likely to put them in a client box. They won’t deliver mundane advice but will recognize the importance of getting inside the mind and genetics of an entrepreneur.
Entrepreneurs can’t do it alone. From start-up, the entrepreneur has many roles and will not have the skill set for all of them. Building the right team around them is critical to building a successful business.
Sir Richard Branson makes the following observation:
People tend to think of entrepreneurs as lone heroes, but this isn’t how it works in real life. Many live up to their reputation as risk-takers and some remain outsiders, but despite this outlier status, entrepreneurs need support to be successful. In fact, were a lot like Formula 1 race-car drivers: The person in the cockpit gets all the glory since fans tend to forget about the pit crew and the behind-the-scenes effort it takes to keep the driver on the track. Business is no different; an entrepreneur does not succeed alone.
Behaviorally smart entrepreneurs, who know their limitations, are more likely to have conversations about the skills they lack and reach out to others to fill the gaps.
Those individuals who have completed the DNA Behavior Natural Discovery process and read our significant research into Mastering your Entrepreneurial Style understand their genetics as outlined below:
1. Resilience (Measured by the Fast-Paced trait) – they achieve results, manage setbacks and rationally take quick action.
2. Risk Taker (Measured by the Risk trait) – confidently take risks and tolerant of losses.
3. Creativity (Measured by the Creative trait) – innovative with ideas and seeks to differentiate.
4. Work Ethic and Focus (Measured by the Pioneering trait) – pursues goals and is often ambitious and competitive.
5. Charisma (Measured by the Outgoing trait) – outgoing, connects with a lot of people and influences people to follow them.
More importantly, they will have a deeper insight into their entrepreneurial genes and feel empowered, through this knowledge, to bring others on board to take up some of the heavy-lifting.
As the business grows, entrepreneurs tend to feel besieged by the day to day workload. The appointment of someone, we will refer to as an Integrator, is a key first hire. Integrators should have the experience, skills, and temperament to manage the day to day business operations and understand how the entrepreneur ticks. This will ensure the business has a strong foundation. Further, it releases the entrepreneur to focus on building the business and using their entrepreneurial talents to do so.
Generally speaking, the talents are:
- Big picture thinking
- Creatively solve problems
- Sees opportunities to go to market
- Manage the pressure and risk
- Has little patience for the day to day minutia
When the Entrepreneur and the Integrator have insight into their own and each other’s personalities, their communication style, and their decision-making approach, they understand where and when they need to modify their behavior to be a successful team.
Here are a few keys to building the Entrepreneur/Integrator relationship:
- Mutual respect
- Both passionate and driven to build the business
- Communicate directly
- Clear on boundaries
- Open to learning from each other
- Trust built on transparency and openness
Understanding each other’s strengths and limitations ensures the gaps’ are filled, and the business can move forward.
When an entrepreneur has no insight into their personality, hitting a no man’s land,’ such as dealing with day to day issues, managing 10-30 people and still trying to envision the business, they need to understand that failure is a very real possibility.
If there is no Integrator introduced, the next phase, when the business is getting off the ground and showing signs of success, will stall because:
- It hasn’t the people to grow sales
- It hasn’t got the innovation to keep growing.
- It hasn’t the problem-solving capabilities
Once success is on the horizon, 30 employees can quickly become 50, 100, 500. This stage, moving into a sales organization, requiring sales systems and customer relationship management systems/processes, is where many entrepreneurs struggle. Such a level of hands-on day-to-day minutia (their interpretation) to grow can frustrate them.
This is where an Integrator and Entrepreneur working well together can take a vision to market.