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The LIFO ® Method. You cannot mandate productivity, you must provide the tools to let people become their best . - Steve Jobs. LIFO  Method LIFO  is a behavioral framework and tool that helps create Productivity Improvement for Individuals and Groups. LIFO ®. stands for

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slide2
You cannot mandate productivity, you must provide the tools to let people become their best.- Steve Jobs
slide3
LIFOMethodLIFO is a behavioral framework and tool that helps create Productivity Improvement forIndividuals and Groups
slide4

LIFO®

stands for

Life Orientations

erich fromm 1900 1980 man for himself
Erich Fromm (1900-1980)“Man for Himself”
  • Introduced concept of four orientations based on values driven behavior
  • Developed the theory behind the

Strength-Weakness Paradox

“Our greatest strength can become our greatest weakness when overused”

carl rogers 1902 1987 client centered therapy
Carl Rogers (1902-1987)“Client Centered Therapy”
  • The individual is the “expert”. We are the facilitators of learning rather than the interpreters.
  • Congruency

Intention, Behavior and Impact

peter drucker management consultant
Peter DruckerManagement Consultant
  • Believes that attitude is as important as management tools
  • It is possible to optimize talents and skills through managing the way they are used
behavior influences

Role

Situation

Personality

Behavior Influences
the objective is not to change our profile

The objective is not tochange our profile…

But, to manage

our preferences to achieve our professional and personal goals

leadership is about change and influence
Leadership is aboutChange and Influence
  • We all try to manage the perceptions of others
  • One key to our effectiveness is how well we adjust our style to the needs of others
the new golden rule
The New Golden Rule

Do unto others

as they want to be done unto!

the lifo method is based on the four ways we interact

Giving

  • SG

Supporting Giving

  • Taking
  • CT

Controlling Taking

  • Holding
  • CH

Conserving Holding

  • Exchanging
  • AD

Adapting Dealing

The LIFO® Method is based on the four ways we interact
these four orientations are not personality types
These four orientations are not “personality” types

They are behavior preferences

These preferences combine to make up our Lifo Profile.

the lifo method describes h ow we do what we do not who or what we are
The LIFO® Method describes how we do what we do….not who or what we are
  • Supporting Giving Not Supporter Giver
  • Controlling Taking Not Controller Taker
  • Conserving Holding Not Conserver Holder
  • Adapting Dealing Not Adapter Dealer
the lifo method is strength based meaning
The LIFO® Method is “strength based”meaning…..

Our greatest strength can become

our greatest weakness

when overused.

the lifo framework looks at our preferences under two conditions
The Lifo Framework looks at our preferences under two conditions:
  • Favorable Conditions – When things are going well for us.
  • Unfavorable Conditions – When there is stress or conflict – or the threat of stress or conflict.
lifo profile
LIFO Profile
  • Highest number is most preferred
  • All within 3 points of highest is considered most preferred
  • All within 3 points of the lowest is considered least preferred
  • 30 and greater = potentialexcess
  • 17and less = potential blind spot
blends any number within 3 points of the highest number is a blend double triple even blend
BlendsAny number within3 pointsof the highest number isa blendDouble – Triple – Even Blend
a reminder we are looking at each orientation separately for easier learning but

A reminder…..We are looking at each orientation separately for easier learning but….

We are….One thingandanother.

slide24

Like a meat stew…some have more carrots, some have more meat or potatoes or onions.Each has it’s own unique flavor.Each of us is a unique combination of allfour basic orientations.

sg supporting giving excellence responsiveness cooperation
SG Supporting Givingexcellence, responsiveness, cooperation

Personal Goals

  • To live up to their ideals and principles
  • Be seen as responsive and helpful, working collaboratively with others
  • To be seen as willing to accept responsibility and do the best one is capable of.
sg supporting giving in
Strengths

Considerate

Idealistic

Modest

Trusting

Cooperative

Helpful

Receptive

Responsive

Seeks Excellence

Loyal

Excesses

Self-denying

Impractical

Self-deprecating

Gullible

Easily Influenced

Overprotective

Passive

Over Committed

Perfectionist

Obligated

SGSupporting Giving - IN
ct controlling taking a ction competence risk taking
CTControlling Takingaction, competence, risk taking

Personal Goal

  • To be seen as active, powerful, competent.
  • To get results.
  • To be seen as overcoming obstacles and discovering opportunities.
ct controlling taking over
Strengths

Directing

Quick to Act

Confident

Seeks Change

Persuasive

Forceful

Competitive

Risk-taking

Persistent

Urgent

Excesses

Domineering

Impulsive

Arrogant

Drop Old Ways

Distort

Coercive

Contentious

Gambling

High Pressured

Impatient

CTControlling Taking -Over
ch conserving holding reason objectivity caution
CHConserving Holdingreason, objectivity, caution

Personal Goal

  • To be seen as a solid thinker and performer.
  • To be seen as rational,

objective, careful,

thorough, accurate

and responsible.

  • To be able to minimize or eliminate risks.
ch conserving holding on
Strengths

Tenacious

Practical

Economical

Reserved

Factual

Steadfast

Thorough

Methodical

Detail-oriented

Analytical

Excesses

Cannot Let Go

Uncreative

Stingy

Unfriendly

Data-bound

Stubborn

Elaborate

Plodding

Nit-picking

Analysis paralysis

CHConserving Holding-ON
ad adapting dealing harmony flexibility diplomacy
ADAdapting DealingHarmony, flexibility, diplomacy

Personal Goal

  • To know people, get along with others and be seen as likeable.
  • To help build harmonious and cooperative relationships and groups.
  • To remain flexible, think out of the box, experimental, creating new solutions.
ad adapting dealing away
Strengths

Flexible

Tactful

Socially Skillful

Empathetic

Enthusiastic

Adaptable

Inspiring

Experimental

Negotiating

Animated

Excesses

Inconsistent

Avoid Confrontation

Manipulative

Hypersensitive

Agitated

Lack Conviction

Deluding

Aimless

Over Compromising

Melodramatic

ADAdapting Dealing –AWAY
four f words

Fair

  • SG

Supporting Giving

  • Fast
  • CT

Controlling Taking

  • Factual
  • CH

Conserving Holding

  • Flexible
  • AD

Adapting Dealing

Four “F” Words
four c words

Caring

  • SG

Supporting Giving

  • Competitive
  • CT

Controlling Taking

  • Careful
  • CH

Conserving Holding

  • Carefree
  • AD

Adapting Dealing

Four “C” Words
assignment
Assignment
  • Personal example of your behavior in this style
  • An animal that represents this style
  • A person who represents this style
  • A song that represents this style
  • How this style would load a truck….

in pantomime

slide36
SG is more formal,serious.

Work should be carried out in a professional manner.

Respectful of authority, may defer to others, follows “chain of command”.

Dress may be conservative and appropriate to the situation.

AD is informal, playful, easy going.

Believes work should be fun with social interaction.

Flexible – if one thing doesn’t work…try another.

Is networked and connected. Willing to be friends with everyone. Dress may be the “latest fun trend”.

What is the difference between SG and AD?SG and AD are considered the people orientations CT and CH are considered the task orientations.

questions each orientation might ask
Questions Each OrientationMight Ask ...

SG (Supporting Giving)

  • Is it fair?
  • Will it benefit everyone?
  • Is it the best?
  • Can I help?

CT (Controlling Taking)

  • What are the opportunities?
  • What is the bottom line?
  • Who is in control?
  • What is next?

CH (Conserving Holding)

  • How does it work?
  • Who does what?
  • What are the trade-offs?
  • Can we sample?

AD (Adapting Dealing)

  • What are people’s opinions?
  • Is it disruptive?
  • Can it be changed?
  • Will it gain acceptance?
how each orientation helps
How each orientationHELPS

SG

AD

CT

CH

“What do

you want?”

“Here is what

I would do.”

“Here are the

pros and cons.”

“I’m here if

you need me.”

CT

CH

AD

SG

Reveals own

Position last

Takes charge

And initiates

Sets systems

and procedures

Sets high

standards

How each orientation

CONTROLS

how each orientation analyzes
How each orientationANALYZES

AD

CH

SG

CT

Prefers step

By step

Against ideal

model

Examines bottom

line impact

Examines social

implications

SG

CT

CH

AD

Provides separate areas of autonomy

Negotiates based on principles

Gives in order

to get

Responds to logic and data

How each orientation

COMPROMISES

possible triggers for unfavorable conditions
Possible Triggers for Unfavorable Conditions

SG (Supporting Giving)

  • Betrayal
  • Failure to keep one’s word
  • Unfairness
  • Lack of trust
  • Lack of respect
  • Not included
  • Lack of sincerity
  • Personal criticism
  • Ridicule
  • Lack of support
  • Low quality, standards
  • No cooperation, collaboration

CT (Controlling Taking)

  • Resources restricted
  • Authority countermanded
  • Responsibility diminished
  • No challenges, routine work
  • Can’t control factors affecting results
  • Unclear objectives
  • Limited opportunities
  • Slow decision making
  • Constant checking up, “nagging”
  • Critical of competence
possible triggers for unfavorable conditions1
Possible Triggers for Unfavorable Conditions

CH (Conserving Holding)

  • Constant change
  • Wasted time, money, effort
  • Failure to provide what was promised on time
  • Lack of order, schedules
  • Unclear objectives
  • Pressed to make decision without adequate data
  • Highly emotional situation or response
  • Premature decision-making
  • Overly social
  • Lack of focus

AD (Adapting Dealing)

  • Little personal contact, working in isolation
  • Unfriendly coworkers
  • Public embarrassments
  • Arguments and anger
  • Critical authority
  • Routines and detail
  • Little variety
  • Firm schedule and supervision
  • Working in isolation
  • Serious, intense environment
  • Lack of cooperation
group process contributions
Group Process Contributions

SG (Supporting Giving)

  • Expressing a vision or mission
  • Testing for purpose
  • Striving for ideals and excellence
  • Providing supportive environment
  • Developmentally oriented
  • Sensitive to environmental pressures
  • Provides help to others within organization or externally
group process contributions1
Group Process Contributions

CT (Controlling Taking)

  • Providing action
  • Recognizing and seizing opportunities
  • Providing strong direction
  • Implement idea or programs
  • Taking risks and getting decisions quickly
  • Willing to challenge people and ideas
group process contributions2
Group Process Contributions

CH (Conserving Holding)

  • Logic and methodical analysis
  • Provides element of caution
  • Planning and organize steps to implementation
  • Provides method of follow through on decisions
  • Creating and making best use of procedures and policies
  • Problem solving where very practical solutions are required
group process contributions3
Group Process Contributions

AD (Adapting Dealing)

Provides diplomacy

Ensures appropriate involvement

Creating harmony despite differences

Brainstorming new possibilities and new ideas

In situations where personal acceptance is required

In situations where personally sensitive or “difficult” information must be communicated

slide46
IBI

Intention:What I want to do

Behavior:What I do

Impact:Perceived effect on others

Looks at degree of congruence

Insight into blends

Helpful in coaching

behavior 3 points greater than intention
Behavior 3 Points Greater Than Intention

Over-use of a preferred style despite different situations.

Individual may be acting the way her or she should act according to their perspective of their role.

Could be a habit without awareness of using other behaviors.

Could be job constraints or recent major changes.

Acting the way he or she thinks are acceptable

intention 3 points greater than behavior
Intention 3 Points Greater Than Behavior

The individual may feel they lack experience or skill.

May not be fully aware of his or her intentions (it may not be consciously associated with the behavior)

The individual may not “buy-into” the behavior, but think that it is valuable.

The individual may not be aware of the type of communication that others expect.

They may be using the “least preferred” style.

impact 3 points greater than intention
Impact 3 Points Greater Than Intention

The individual may not realize the strength of their intention…or they may underestimate their intentions and their “real” feelings may “leak through”.

The behavior may be very intense.

impact 3 points greater than behavior
Impact 3 Points Greater Than Behavior

Behavior may be very intense or non-verbal behavior may convey the message strongly.

May be a habit and there has been no motivation or need to change.

The “reputation” of preferred style (s) may cause behaviors to be misinterpreted…for example, others used to CH behavior do not realize when there is a switch to AD.

behavior 3 points greater than impact
Behavior 3 Points Greater Than Impact

Behavior may be ineffective because it is not appropriate. The individual may think he or she is being helpful while giving advice no one asked for.

Individual may have idea of appropriate behavior that differs from those of others. .. He/she may lower their voice, speaks slowly when angry...but others may have difficulty realizing he is angry.

Sometimes, the “reputation” of another area may cause behaviors to be misinterpreted.

The behavior may be dominated by other orientation(s) … may be an over-focus on Action and Reason which would leave less room for Harmony.