In a large corporate firm, an associates job was on the line. Clients complained that he wasn't assertive enough and did not take the lead when providing counsel. His job skills and abilities were in question. His employer sought Lafair's expertise to determine whether the associate was a fit for the position. Lafair used a behavior assessment approach to diagnose the source of the associates communication breakdown. The associate attended a leadership program with a dozen people from several different professions. Using a role-playing method called Pattern Encounter Process Talk, he enacted the behavior patterns that he believed his boss exuded, while another participant acted as the associate. Within three months of working on his behavior patterns, the associate slowly began to change. He started to take risks and speak for himself.
Learning to Behave for Better Performance Sylvia Lafair T + D; Nov 2009; 63, 11; Docstoc pg. 80 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
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