Seminar: The 4Sight Process, External Focus

Recommended prerequisites:
Introduction to the 4Sight Model of Behavior
4Sight Internal Focus (a/k/a Introduction to the 4Sight Process)

Goal: learn how to apply knowledge from the 4Sight Model and Process seminars to improve your interactions with others, especially when they are either unaware of or not committed to using the 4Sight Process themselves.

Covers:

Takes the basic information learned in the Intro presentation and shows how you to integrate it into your day-to-day management, parenting, teaching or other activity where you interact with people and want to reduce conflict and improve collaboration with them.

Ruminate: Be Mindful
As a manager it is especially important that you don't respond emotionally, even when you're being provoked. You may think it, but don't say it. Definitely don't act on it. We'll review the typical SE and SC signs and discuss deficits that may be causing them.

Accommodate: Be Supportive
As a manager it is not your role to assist other people in their 4Sight improvement. In fact, doing so could be a sign of your own SE issues. Instead your goal is to figure out what is likely going on with someone else so that you can modify your own behavior to be there for them. For SE issues, you need to nuture and cheerlead. Avoid criticism at all costs. For SC issues, you need to calm and direct. Avoid procrastination at all costs. Your focus needs to be on being successful - improving communication and making progress - not being "right".

Dictate: Be a Leader
While you shouldn't try to make others improve, you should setup an environment that will enable that. The most important part of that is removing destructive conflict by outlawing the 5 D's. Debate is good, but it must be constructive. If someone is not adhering to the rules, give them plenty of opportunity to change and confirm the pattern before acting to correct them. Enforcing good behavior will be key, but you must be absolutely sure that you are not making any SE or SC errors of your own when doing that. To get there, make sure you look for regular feedback to ensure that your team members are happy with you and their peers.

Interrogate: Be the Judge
By far the most demanding of the steps needed to be a good manager is your ability to drill down on cognitive distortions. Before you can do this you need to build trust with your team so that an individual knows your review of their logic is in their best interest. SE issue people will have an inaccurate, overly negative, view of the past. SC issue people will make inaccurate assessments of the future, having issues identifying, prioritizing and weighting potential consequences. In both cases taking constructive action will be the key goal after you determine flaws in someone's thought process. It will also be important to understand the difference between relative and absolute scales. All involved will want to get comfortable with the fact that trying and failing is a part of all forward action.