In normal ‘stress’ situations people tend to show the exaggerated behaviour of their dominant drives. But what happens when you wind up in a crisis? Do you also show the exaggerated or negative behaviour or do benefit from ‘new’ behaviour?
Utilise your own strength. You can’t develop less dominant drives. You are who you are, and we respect that. However, we can work on the maturity of your drives and the way you manage your rejections. It is also possible to develop behaviour, but always motivated from your own drives.
In good collaboration, trust is essential. But what exactly is trust? From the different motives, there are different perspectives on what trust is, how you break it down and how you build it. With trust in each other, the team can turn their potential into results.
When done right and with the right intentions, feedback can lead to outstanding performance. Giving and receiving feedback is key to engaged team members and keeping them on track. People need to know what they are doing well, and what they can improve.
We all suffer from stress from time to time, but how do you deal with it, and where does it come from? Stress does something to you in both a positive and negative sense. This applies to us as individuals, but also as a team. How do you deal with the natural stress reactions and make sure that you mainly use the power that comes from it.
Good stakeholder management can be earned by having a genuine interest in the other person and taking them into account in why they are important to you. Quickly and effectively create support and support for the intended project and offer a safe environment in which every individual can perform at his best.