Coaching
In real life, the warmth element comes first. People assess whether they feel comfortable with you, if they feel you are approachable and if you give out a vibe that allows them to connect with you. This allows them to feel they can trust you. The competence aspect comes second. Can you get things done, do you know what you are talking about. her team felt invisible.
MARKETING AFRICA
Coaching
Thrity Engineer-Mbuthia
The Warmth- Competence Matrix
When the company announced its biggest customer transformation project of the year, there was little debate about who should lead it. " Renee is the obvious choice," the Operations Director said. " She ' s our strongest performer." No one disagreed.
Renee had earned a reputation for excellence. She solved complex problems with ease, delivered projects ahead of schedule, and rarely made mistakes. Senior leaders trusted her implicitly, and colleagues often sought her advice when they were stuck.
Three months into the project, the work was progressing well- but something felt different. Meetings had become unusuallyquiet. Team members volunteered fewer ideas. Conversations ended quickly. Several people asked to be moved to other projects. Concerned, the project sponsor spoke privately with members of the team. The feedback was remarkably consistent. " She ' s brilliant." " I respect her." " I just don ' t like working with her."
No one questioned Renee ' s ability. Instead, they described how she finished people ' s sentences, corrected mistakes before they had fully explained themselves, and moved so quickly to solutions that others felt there was little value in contributing. She was focused on delivering results, but
In real life, the warmth element comes first. People assess whether they feel comfortable with you, if they feel you are approachable and if you give out a vibe that allows them to connect with you. This allows them to feel they can trust you. The competence aspect comes second. Can you get things done, do you know what you are talking about. her team felt invisible.
During an executive coaching session, Renee was asked a question she had never considered: What if people admire your competence but don ' t experience your warmth?
The Warmth- Competence Model is the work of three authors, Dr. Susan T. Fiske, Dr. Amy Cuddy, and Dr. Peter Glick, all researchers in the area of psychology. It defines warmth as the level of trust evoked by an individual and competence as the level of respect that the person commands. The model can help explain effective leadership, job interviews and even in public speaking.
In real life, the warmth element comes first. People assess whether they feel comfortable with you, if they feel you are approachable and if you give out a vibe that allows them to connect with you. This allows them to feel they can trust you. The competence aspect comes second. Can you get things done, do you know what you are talking about. This can be compared to the people- task models where in order to have more of a people focus, one needs to be perceived aswarm and caring, whereas those who are
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