WE, THE PERFECTIONISTS… TO WHAT LENGTHS DO WE GO AND HOW OTHERS SEE US

When they do something, they do it well. When they put their name on something, they want to take care of every little detail. They always opt for a clear message, for them, 9 A.M is 9 A.M, not 9.10, but 9, period. They go to work to do their job diligently; that’s why they are very focused on getting the job done and they don’t want to waste their time on chit-chats. Perfectionists. The leitmotif of their work-life is quality.

Do you know anyone like that? Or maybe I just described you? Because this description definitely fits me very well – conscientious people, who in the DISC model present a high C style ratio (compliant; remember that we often represent two or three behavioral patterns; I also have a high D style). Interestingly, we are often seen as perfectionists, but our reply is: „Come on, everyone cares about quality, it’s natural, details are important etc.”. Dear PERFECTIONISTS, not everyone is like that; in the workplace, it’s only 20% of people. Let me quote some arguments about why teams need us and how others can perceive us in cooperation:

– We have VERY HIGH WORK STANDARDS or at least standards higher than 80% of our employees, coworkers and clients. I know that we set those high standards for ourselves first, but we also expect high-quality work from others. The problem is that not everyone is capable of meeting those standards. Not because they don’t want to, but the thought of polishing the same document or idea again and again from yet another point of view just does not cross their minds.

Dear perfectionists. Let’s remember that the quality we represent is our gift. Let’s share it, but if we are team leaders we mustn’t forget that we have to teach our employees our standards, show them what it means to meet our standards. Seriously, not everyone finds this obvious. I used to get frustrated when I heard that delegating is the boss’ job. What was the point if I had to redo my employees’ work over and over again and if getting the job done, at the end of the day, took more time. Right, there are things that I can do faster and better than others, but I invested in teaching them my standards. Only I know how much patience it required, but it was worth it; I let others make mistakes and learn from them. Let’s not forget that teaching standards is to consist in showing good practices, not pointing out mistakes or highlighting that the other person still „doesn’t get”

– We can foresee the upcoming RISKS. We hold our ground like no one else and we are able to sense what could go wrong in every new initiative. Notably, we are usually right. However, there is a „but”… I remember when my boss or a different department in the PR agency were presenting a new project and it was me who took the lead in presenting the list of what could go wrong and why, what they’ve forgotten about, what they’ve omitted etc. Even if I didn’t actually say anything, believe me, my face expression said it all. It is worth underlining that I really meant well. I wanted to help. I believe that if you are to do something, you have to be well prepared. That’s what I wanted to say every time.

Today, my attitude has changed. My philosophy on quality hasn’t changed, but when I hear about a new project, I deliberately redirect my thoughts, to first find something positive about it, to focus on the possibilities; I still think about the risks, but I don’t let them be the starting point of the conversation. There is nothing wrong with thinking about the risks, but we, the strong C style personalities, naturally tend to look through black-colored glasses (which is why we often decide against taking a risk or we take our time making a decision – which is not always a good thing).

I know myself well and accept myself, which is why today I have no problem admitting that now I understand how difficult working with me used to be for people who are different than me. Presenting a new project, having the best intentions, they felt how I cut them down saying that something wouldn’t work. I humbly admit I made mistakes and here are the two main lessons I learned from them:

LESSON 1 When hearing about new solutions or ideas, I learn to first seek possibilities, not risks. There is something positive in each idea, in each and every one (!) of them.

LESSON 2 I don’t ignore risks, but I pay attention to the way I talk about them; for example: instead of saying “That won’t work because you haven’t thought about xyz”, I say: “That’s interesting. I haven’t thought about that. And how about checking xyz” – it does sounds different, doesn’t it? I talk to my employees in a similar way. Instead of presenting the list of what wasn’t perfect I say: „It is important to pay special attention to xyz in texts like that. That will help us in …”. It may sound like a nuance, yes, but this nuance does make a difference. I can see that thanks to this kind of feedback, next time people want to impress me, prove that they „got” what I was talking about, that they want to get better at what they do. And it’s not easy, doing in every day, believe me, but I know that it is worth it. I know that it is the only good way to be a leader, to let people grow and encourage them to do it while working with me. And also to show them that I care about them.

Criticism – how to criticize with kindness?

We are no strangers to criticism – delivered by our bosses, partners, colleagues and, very frequently, even by ourselves. It seems to me that it has been even easier to express criticism towards others since advanced technologies have become available. We do not have to look into somebody’s eyes. A message or a post written in the social media is enough. Let them know what kind of people they are, let them think whatever they want to and finally start to act differently. Let them know my personal opinion. After all, people keep saying: „We should not keep your feelings only to yourself, express yourself, talk about what you feel” etc. Czytaj dalej Criticism – how to criticize with kindness?

Konflikt – czy różnorodność w zespole może go powodować?

Mówi się, że jedyną stałą w biznesie jest zmiana. A że biznesu nie ma bez ludzi, to ja do listy „pewniaków” dodam konflikt w zespole; bo nawet w najbardziej zgranym zespole pojawiają się trudne sytuacje, co wynika z samego procesu życia grupy (o czym pisałam TUTAJ). I to jest w porządku. Ważne w tym wszystkim jest to, aby wiedzieć, że te niekomfortowe momenty nie zawsze muszą przerodzić się w konflikt. Tak, tak, nad tym możesz mieć kontrolę i o tym dziś chcę Ci opowiedzieć…

Czytaj dalej Konflikt – czy różnorodność w zespole może go powodować?

Pokolenie Z – jak się z nim komunikować?

Autorką tego tekstu jest nasza Jula :) Sprawdźcie co ma Wam do przekazania 🙂 Pokolenie Z – jestem jego dumną przedstawicielką, stąd dziś chciałabym podzielić się z Tobą kilkoma ciekawostkami z naszego świata komunikacji. Zdradzę Ci, jaki model komunikacji wykształciliśmy, jak go interpretować i jak wpłynął na komunikację w naszym zespole 🙂 Muszę podkreślić, że dziś przeczytasz wiadomości z pierwszej ręki. Zaczynajmy 😉

Pokolenie Z – co się za tym kryje? Czytaj dalej Pokolenie Z – jak się z nim komunikować?

Is there any success strategy for “the dominant”?

Goal-oriented, usually having strategy to fulfill their tasks effectively… Too much workload is rarely a problem for them. They initiate change, as they associate change with new possibilities. They enjoy taking on new challenges because they have more to offer than anyone would even dare to think of… Bold, dealing well with confrontation, decisive, they usually don’t need external motivators. Yes, thanks to them others have a chance to achieve goals quickly…

Czytaj dalej Is there any success strategy for “the dominant”?

W życiu nie chodzi o to, aby się ścigać, ale żeby zmierzać na swój Everest własnym tempem

W życiu nie chodzi o to, aby się ścigać, ale żeby zmierzać na swój Everest własnym tempem. Oto moja rozmowa z Przemysławem Kołodziejczykiem, przedsiębiorcą z doświadczeniem w branży IT, założycielem firmy GECOS Sp. z o. o., absolwentem studiów MBA we Francuskim Instytucie Zarządzania, certyfikowanym konsultantem DISC D3.

Odkąd Cię znam, zawsze mierzyłeś wysoko. Masz na koncie kilka prężnie działających firm, kolejne dyplomy. I wciąż jakby chcesz sięgać wyżej… W jaki sposób wyznaczyłeś swój cel, swój „Everest”?
Czytaj dalej W życiu nie chodzi o to, aby się ścigać, ale żeby zmierzać na swój Everest własnym tempem

Różne wartości w zespole to źródło konfliktów?

Dlaczego ludzie podejmują takie a nie inne decyzje? Jak to możliwe, że osoba, którą niby znasz, „wyskakuje” z pomysłem, który Tobie by nawet nie przeszedł przez myśl? Otóż, przyczyną są różne wartości i dziś opowiem Ci o tym, jak te różne wartości bruździły w moim zawodowym życiu i co możesz zrobić, aby nie potęgowały trudnych sytuacji w zespole.

Czytaj dalej Różne wartości w zespole to źródło konfliktów?

Co zrobić, aby czuć zadowolenie z pracy? 5 lekcji z pobytu w Polsce!

I wróciłam… prawie na drugi koniec świata, do mojego amerykańskiego domu. W ciągu niespełna 3 tygodni w Polsce tak dużo się wydarzyło, tak wiele doświadczyłam, że pomyślałam, że warto podzielić się z Tobą tym, czego się nauczyłam na temat tego, co zrobić, aby czuć zadowolenie z pracy, swojego życia i tego, kim jestem. Otóż… Czytaj dalej Co zrobić, aby czuć zadowolenie z pracy? 5 lekcji z pobytu w Polsce!

Wykorzystujemy pliki cookies w celu prawidłowego działania strony internetowej i jej wszystkich funkcji oraz w celu korzystania z podstawowych narzędzi analitycznych. Szczegóły znajdziesz w polityce prywatności. Więcej informacji

The cookie settings on this website are set to "allow cookies" to give you the best browsing experience possible. If you continue to use this website without changing your cookie settings or you click "Accept" below then you are consenting to this.

Close