dialogueintoadecision by#krisn#arnold inthisissue…. · 2019. 2. 7. · fall"2013"...

they can dominate the discussion, hoping to gain support from the majority. In his groundbreaking

book, The Fifth Discipline, Peter Senge makes a power

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Dialogue Into a Decision By Kris(n Arnold

Fall 2013 Volume 18, Number 4

In this issue….

EffecAve Empowerment By Joseph Sherren

© 2013 All Rights Reserved www.ExtraordinaryTeam.com

November 7 Webinar

10 Most Common Mistakes Panel Moderators Make… And How to Avoid Them

In a recent survey of more than 400 meeBng professionals, over 50% indicated that the panel discussion format was merely “okay.” That’s unacceptable! In this 45-‐minute webinar,

professional panel moderator KrisBn Arnold will share the top ten mistakes moderators make when facilitaBng a panel discussion…as well as what to do about them. Learn Bps and best pracBces from the pros so the next Bme you moderate or parBcipate as a panelist, you’ll hit it out of the park! Register on our website for this free

45-‐minute webinar being held on Thursday, November 7, 2013 at 12 noon Eastern or register at hSp://bit.ly/zeQbIY

PracBcal Team AcBviBes: Log on the Lava

From the Bookshelf: The Discipline of Market Leaders

Powerful Panels

What’s New at QPC, Inc.

Quote of the Quarter

The best way to empower people is to delegate real authority to them. However, delegation is more complex than just telling people what to do. Experienced managers understand that employees progress through

four competency levels (CL). As well, employees will be at different capability levels on their various responsibilities and need to be coached according to their level of competency regarding that task. To be effective, a manager must use one of four styles of delegation to match each of those competency levels: The Hirst is CL1. These employees have never done the speciHic task

before and are worried or apprehensive about even accepting responsibility. The manager delegates to a CL1 by providing very speciHic instructions and closely directing their task accomplishment. Contrary to popular belief, a CL1 does not need extensive encouragement or details. In fact, the more you explain to a CL1, the more confused they become.

(cont’d on p.2)

Everyone is entitled to an opinion, but there are limits to how far team members can take their opinions. All too often, they forget to encourage a healthy dialogue and turn the conversation into a debate of one idea versus another. Taken to the extreme, they

powerful distinction between dialogue and discussion: In a discussion, opposing views

are presented and defended and the team searches for the best view to help make a team decision.

In a discussion, people want their own views to be accepted by the group. The emphasis is on winning rather than learning. In dialogue, people freely and

creatively explore issues, listen deeply to each other and suspend their own views in search of the

diminish them. It’s not about winning acceptance of a viewpoint, but exploring every option and agreeing to do what is right. Dialogue helps teams to open

closed subjects, remove blocks to communication and (cont’d on p. 2)

truth. People in dialogue have access to a larger pool of knowledge than any one person enjoys. The primary purpose is to enlarge ideas, not to

Fall 2013 Vol. 18 Nr. 4

A newsleSer designed to facilitate discussion and share Bps and

techniques to help your teams to be extraordinary.

KrisAn J. Arnold, Editor MBA, CMC, CPF, CSP

Quality Process Consultants, Inc. US Office Canada Office Phoenix, AZ CharloSetown, PE 11890 E Juan Tabo Rd. 268 Campbell’s Way ScoSsdale, AZ 85255 Cape Traverse, PE C0B 1X0 480.502.2100 416.399.9223 Fax: 480.502.2102 Fax: 902.437.6999

US & Canada: (800) 589-‐4733 [email protected]

hSp://www.ExtraordinaryTeam.com

Follow KrisBn on:

krisBnjarnold

QPCinc krisBnarnold

The Extraordinary Team newsleSer is a quarterly publicaBon distributed to clients, friends and partners of Quality Process Consultants, Inc.

Ethos Enterprises, Inc. Gateway Leadership, Inc.

ArBcles are welcome and encouraged. We would sincerely like to know what

you are doing.

The Extraordinary Team makes meeBngs more engaging, interacBve and

collaboraBve.

  High Stakes MeeBng FacilitaBon   Team Training & ConsulBng   Main Stage ConversaBonalist   Author & Expert on Teams   Expert on CriBcal Thinking

DuplicaBon and reprints are okay, as long as you credit the source. Thanks!

EffecAve Empowerment (con(nued from page 1)

2

Dialogue Into a Decision (con(nued from page 1)

CL2 employees have done the task before with limited success. They are not experienced enough to leave them on their own, even though they will appear very enthusiastic about taking on the responsibility. The strategy for a CL2 is to inform or guide them. When delegating to a CL2, the manager must provide detailed information, the rationale of why it is important, and enthusiastic encouragement and positive feedback on their progress. CL3 employees have solidly demonstrated the ability to carry out their

responsibilities, but appear uncertain or apprehensive about being left on their own. The manager’s response is to simply inspire the employee. A CL3 needs a high level of socio-‐emotional support and encouragement. Do not engage in speciHic instruction on how or when to do something –they really do know what needs to be done! The manager just asks leading questions to draw out and reinforce the ability of the employee. CL4 employees have a proven track record and demonstrate self-‐

conHidence. Employees at this stage are fully competent so the manager should communicate the desired outcome and then turn over the responsibility for decision making and problem solving. The manager should remain available for any updates or support requested by the CL4. This last level is what most people think of when one is “empowered.”

However, there are four distinct levels and when there is a mismatch between the manager’s style and the employee’s level of competency, two things happen: 1) The work output is not at maximum performance and 2) You will observe defensive behavior which is either aggressive or passive from the employee. When there is a perfect match, you will get constructive, empowered behavior. By learning how to delegate well, you will help improve your

department’s ability to serve your organization, while at the same time showcasing the qualities of both you and your staff.


heal rifts. To build a climate that supports dialogue, try:   Asking Questions. Clarify what others are saying and ask if they understand what you are saying.

 Making Suggestions. Build on your teammates’ ideas. Acknowledge their contributions and integrate their ideas into your suggestions.

  Encouraging Others. Not only have the courage to express your ideas, but have the consideration to listen to others. Make it a point to encourage others to contribute at least one new idea.

  Asking for Feedback. Ask others what they think of your ideas and give constructive feedback on other people’s ideas.

  Looking for Common Ground. As people share and build on their ideas, look beyond the positions to the deeper issues. Identify areas of agreement or “common ground” to serve as a foundation for positive discussion. Teams must balance dialogue with useful discussion. In dialogue,

different views are explored. In a healthy discussion that follows, they easily converge into a common decision about the right action to take.

Where are We?

KrisBn & Joe can be seen at the following public events:

October Phoenix, AZ: Chief ExecuBve Network

November Toronto, ON: York University: Mgmt 2 Toronto, ON: York University: Successfully Managing People

Orlando, FL: Chief ExecuBve Network

December Orlando, FL: Chief ExecuBve Network Vancouver, BC: Global Speakers Summit

January Copenhagen: Fresh 14 Conference Phoenix, AZ: Chief ExecuBve Network

February Toronto, ON: York University: ExecuBve Leadership Program

March Toronto, ON: York University: Leadership Through Teambuilding

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PracAcal Team AcAviAes: Log on the Lava

In a space large enough to accommodate the team standing in a line, place two strips of masking tape along the length of the erstwhile line – about a foot apart. Ask the team members to stand in a line between the two strips of masking

tape. Go to the center and ask each half of the line to turn inward toward the center. (If you have an odd number, have one person be your “observer” outside the line.)

What’s New at QPC, Inc. – The Extraordinary Team


Our summer in Prince Edward Island is gone and we are back in Scottsdale enjoying the warm (but not too hot!) weather. For the last few years, Joe has been encouraging businesses to scrap

the annual performance appraisal since all it does is demotivate people. No one likes to check the boxes, assign a “number” and write a short novella on performance that occurred a year ago. Last year one of our clients challenged us by asking, “What should we

do instead that will motivate our employees?” In response, Joe created a dynamic performance coaching process that ensures continual coaching between the manager and employee. (You can get a taste of it in Joe’s article on page 1). He wrote a simple guidebook for managers to use as they coach their employees to improved performance. Ongoing, constructive coaching is an experience that they both enjoy – and look forward to! We have instituted this process in several small companies with rave

reviews – and best of all, it fulHills the Human Resource performance improvement requirements. (Makes the HR manager happy, too!). Please let us know if you are interested in scrapping your annual performance appraisal, too! Kristin is working diligently on creating a body of work for panel

moderators (see page 4 for more details) and continues to facilitate off-‐sites, retreats and strategic planning in the corporate and not-‐for-‐proHit sectors. Not a whole lot of government work since sequestration or the government funding crisis! We hope your autumn is beautiful and prosperous – and hope we have

the opportunity to see you and work with you soon! Kristin & Joe

ObjecAve: to creaBvity demonstrate problem-‐solving skills

Team Size: 6 to 14 Time Required: 10-‐15 minutes Materials: Tape

Let them know that they are standing on a “log” and the rest of the Hloor is molten lava. The team’s task is for each person to maneuver their way to the opposite side of the log in the exact same relative position as their team mates – without falling off the log! And if one person DOES fall off the log, they get back on in their original position. Then stand back and watch the fun! Most teams are able

to Higure it out: They will try to leap over, go under, fall overboard – until they Higure out the best way is to…dance! After they have successfully switched places, debrief the

activity:  What worked well for the team?   How did team members help each other?   How did you go about solving the problem?   How might these lessons apply to your team’s work?

START

A B C X Y Z

FINISH

Z Y X C B A

and share best practices, I started a LinkedIn group (you can Hind us under “Powerful Panels”). I also put together a

short 7-‐part free video e-‐course based on my new book, Powerful Panels: A Step-By-Step Guide to Moderating Lively and Informative Guide

When you Hinish the survey, you’ll be redirected to download a Panelist Do’s and Don’ts Cheat Sheet – quite handy if you are ever asked to moderate or be on a panel! To create a sense of community

and

Panel Discussions at Meetings, Conferences & Conventions. You can Hind both of these resources at www.PowerfulPanels.com. My long-‐term goal is to provide a

deHinitive website for all things you need to know about the panel format. It will be chock-‐full of best practices, customizable checklists, worksheets, templates, scripts, specialty format agendas, sample emails, PowerPoint® templates, video examples of the good, the bad and the ugly, video interviews with industry icons and professional moderators, recorded webinars and slideshows, industry reports on the effectiveness of panels…and more! It’s a one-‐stop shop about panels!

with a roar; something sizzling, dazzling, awe-‐inspiring, entertaining and impactful. Each of the panelists

were interesting on their own; however, put together on the same stage, facilitated by a mediocre moderator, it was not as scintillating as the as

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“Conversation, as we know, is one of the eminently civilizing processes in life…It has all the delight of generous give-‐and-‐take. And if it is a

genuinely good conversation, it sends people away with a warm feeling not only that their own ideas have been clariHied but that their understanding of other points of view has been broadened.”

Harry A. Overstreet Educator and Originator of Panel Discussion Format

Powerful Panels This quarter, I am rereading The

Discipline of Market Leaders. A classic book written in 1995 by Michael Treacy and Fred Wiersema, I still think it rocks. Yes, some of the examples are a little outdated, but the premise remains the same: that market leaders focus on becoming BEST at one of three customer value disciplines: operational excellence, product innovation, or customer intimacy. Choosing one discipline to

master does not mean abandoning the other two, only that a company stakes its reputation – and focuses its energy and assets – on a single discipline to achieve success over the long run. The difference between then

(1995) and now is that customer expectations have been rising dramatically over the last decade, so the “threshold” levels of the other two disciplines keep going up as well. In my experience of facilitating

strategic planning sessions all over North America, many companies have a “keeping up with the Joneses” approach to strategy and are hesitant to stake out ONE discipline – just in case they are wrong! That isn’t market leadership.

That’s following the market leader. This book is even more important today than it was in 1995!

From the Bookshelf


Quote of the Quarter

A few months ago I was facilitating a breakout session for a two-‐day national conference that started with a panel discussion. It was an interesting choice as most conferences start

conference organizers had hoped. And that’s a darn shame. It didn’t have to be that way… Which got me thinking about the

panel discussion format. What it is; what it isn’t. How to moderate a lively and informative panel discussion. How to BE a great panelist. How to engage the audience beyond just a Q&A format. And I also wanted data. Sure, I

have an opinion about panels, but I wanted to reach out to the world (that would be you!) to Hind out what YOU think of panels. So, please take a few minutes (that’s all it will take, I promise!) and complete this short survey at www.surveymonkey.com/s/G7ZSPBZ.

dialogueintoadecision by#krisn#arnold inthisissue…. · 2019. 2. 7. · fall"2013"...

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