In conjunction with Rob, Aaron found another way to utilize this tool in a different facet of the organization—tenured college students that had long contributed to different departments of the country club, but would soon depart Miramont for full-time employment elsewhere. Even though these students were pursuing college degrees, many were still trying to figure out what to do with their careers.
As advocates of the validating and enlightening nature of The Birkman Method, Aaron and Rob pushed to have the club gift these college students with Birkman feedback sessions, giving them clarity and affirmation as they worked to develop their careers. Aaron and Rob made the commitment to run through a Birkman feedback session with each of these students, confident in the usefulness that the assessment would bring to each of their lives.
In addition to the new application of Birkman with college students, Aaron intends to grow the use of Birkman with Miramont’s teams and leadership to break down barriers in communication. Using Birkman to bridge the gap in personality styles drives powerful understanding, boosting synergy and productivity throughout the organization.
Jon, one of Miramont’s oldest and most experienced employees, was about to quit. Aaron, his manager, was about to fire him. Coming from opposite ends of the personality spectrum, there was a seemingly irreconcilable collision in work and communication styles. Jon was frustrated with Aaron’s direct style of communication, whereas Aaron was frustrated that with Jon, “what I thought needed to be a five minute conversation dragged out to be an hour conversation”.
Reflecting on the situation, Aaron notes, “I adapted my Usual Behavior (the way one typically behaves) without thinking about it. That’s pretty profound. I took a situation and did something different with it because I realized, subconsciously, that the person I was communicating with needed something different from my usual style. It dynamically changed our relationship”. Taking it a step further, Aaron emphasized, “Think about this on a bigger scale—he has 60 employees that report to him. If he and I aren’t connected, how does that go downhill?”