Observing differences
We sometimes wonder why we get on with some people and have great difficulty relating to others. Although it is generally accepted that we are all different, the question 'how' is less well understood. Some examples of what we can observe are more obvious things like our looks, body build, level of fitness, voice and gestures. However, there is much more to 'see' in terms of other differences and this is where it makes sense to develop a method that enables us to understand ourselves and others.

Background to our Questionnaires
It is useful to note that the classification of behaviour into four styles is by no means new. As early as 500BC Hippocrates had developed a theory that linked temperament to body fluids. He identified four 'Humours' and called them Choleric, Phlegmatic, Melancholic, and Sanguine and described the 'personalities' of each temperament. Eastern philosophy also uses the symbols of earth, air, fire and water. More recently the work of modern leaders in the field of personality, Jung, Keirsey, Myers-Briggs, Friedman-Sperry, Pavlove-Lykken, and others has added depth and validity to the use of a four style model.

About our Questionnaires
Centell's questionnaires are based in part on the theories of these pioneers but primarily on our own experience of working with many thousands of executives, managers, team leaders and team members from a wide range of private and public organisations around the world during the past 30+ years. We know that it is typical of human nature to try and make sense of our environment by giving each object a label to assist in categorising them.

Click here to find out more about the Development of our Behavioural Questionnaires.

Why use Colours?
The notion of using colours to represent behaviour emerged several years ago as we sought an easy way of introducing behavioural concepts that stimulated the imagination in ways that the information could readily be recalled. From our research it was interesting to note that many people associate Red with heat and energy; Yellow with brightness and warmth; Blue with cool focus and depth; Green with the environment and conservation all of which linked comfortably with the four areas of behaviour.

Positive Results from use of 'Colours'
When we used the colour metaphor in workshops and in coaching sessions we discovered that many participants appeared to be more open to exploring what each preference meant and how the colours related to them. In fact many participants started talking about how they used their 'colours' behaviour and were able to describe its pros and cons. There was less talk about being 'pigeon holed' with the colours metaphor, this was due to participants understanding that their behaviour was influenced by what they were thinking, how this impacted on their feelings, and the nature of the environments in which they were involved.

For many participants it was a breakthrough to learn that when feeling positive using Red behaviour they came across as energetic, confident, and motivated. However, when they felt under pressure, whilst thinking that they remained positive, they tended to overuse their strong Red behaviour with the result that their behaviour was perceived by others to be negative. This was because the energy was seen to be hyperactive and impulsive, the confidence seen as arrogance, and the motivation seen as being unguided. Recognising this change in behaviour, as perceived by others, was considered to have given them truly beneficial insights which had been gained from using the feedback from the questionnaires.

Relevance of Colours
Consequently, while the number of tools we use has grown and evolved with labels changed to reflect the focus of the tool, colour remains the underlying and unifying factor. Learning about the Colours metaphor should be considered as an overview that sets the scene by providing a context to help you understand the role of the other tools in the Betterlife toolkit. However, each tool is focused on finding ways to assist you improve your effectiveness in different areas of building and maintaining, constructive relationships.

Maintaining Effective Relationships
It is interesting to observe how often people talk about relationships in terms of how difficult some of them are. A main part of the reason is attributed to how the parties feel about each other as well as how they feel about themselves. Another component tends to be the assumptions they make about others and about the situations they find themselves in. All of this points to the level of awareness they have about their own and others behaviour.

How many people do you know that could be operating at an Unconsciously Incompetent level?
There is evidence to show that many people have low self-awareness with the result that they are unconsciously incompetent in terms of understanding what is taking place when they interact with others. If they don't understand their behavioural drives and how these influence their behaviour it is unlikely that they will understand what motivates others to behave the way they do. This is why in some situations the more someone tries to get on with another person the less they appear to succeed.

Consciously Incompetent - useful starting point?
A point is often reached when someone acknowledges that things are not working out as they wanted and they become aware that things could be different and better. This stage in their interpersonal skill development is called being Consciously Incompetent. This is when they sense that they are not acting in a way that would help produce an appropriate outcome yet don't know why. Being aware that things could be better is the start of improving self-awareness and can be the beginning of an exciting journey of self-discovery that leads to better life management. Therefore the Consciously Incompetent operating level is a good starting point in the journey of self-discovery where you can make a difference with gaining benefits through your own improvements or by assisting a colleague.

Feedback - helps to Improve Self-awareness
It is at this stage many perceive that it would help to get feedback and this is where our 'Colours' can play an important part in helping you learn about how you see yourself. The profile produced from your responses to the questionnaires will show you the particular behaviours that are your most preferred from those that are less preferred. This can provide insights into why you behave the way you do and the reasons why it sometimes fits with or conflicts with the expectations of others.

Feedback from Others Benefits All
To improve your self-awareness we advise you to obtain feedback from a number of people you trust by inviting them to complete a questionnaire on you. The outcome of this is usually an increasing understanding of the areas of strength displayed by your behaviour when dealing with each of the respondents. Being aware of how your interactions are viewed can often encourage you to look at ways that your strengths can be developed further. This can be the start of an action plan that may involve some form of coaching or mentoring by an experienced colleague or coach. There are also very good workshops and seminars that you can attend to help you develop your self-awareness and from this build your self-management skills.

How do I improve my Self-awareness?
By continuing a process to develop and practice behavioural skills you can reach the level of being Consciously Competent which indicates that your behaviour is now being thoughtfully determined based on what you want to achieve and by taking into account the needs of those you are interacting with. Should things go wrong when interacting with others you are now more able to identify what is causing it and to find ways to effectively overcome the difficulties.

Benefits of Life-long Learning
To be effective in today's fast moving world you need to practice being consciously competent as this will give you a true competitive edge by ensuring that most of your relationships are constructive. The more you practice your interpersonal skills and self-management based on feedback and success the more you will find that your awareness has helped you to move to the highest level of interpersonal skill namely the state of being Unconsciously Competent. This state indicates that a significant amount of successful behaviour is now on autopilot similar to what happens when a person drives a car or rides a bike. However, the key to success is to continue the learning and practice because if you stop at this stage without continuing to learn you can eventually become Unconsciously Incompetent in some areas of your behaviour once again. This is simply because many things tend to change around you that make it essential for you to keep your skills finely tuned to remain at a high level.

However, in most instances there are major benefits to be obtained from operating at the Consciously Competent level.
Here are some to think about ...

1. Determine if looking for ways to improve your skills will enable you to achieve a satisfactory level of performance.


2. Work with a colleague who is strong in the areas that you are not so that the partnership can produce improved outcomes with those that you interact with.
   
   

This is where our 'Colours' Behavioural Questionnaires and awareness raising processes can help to illustrate a range of actions that you can take to improve your performance.