ldp leadership development - eng
TRANSCRIPT
... back to the Leadership Development Program
© LIW 2011
5
What are we trying to achieve?
LDP Objectives and Outcomes• Understand the importance of leadership and the essentials to become
a highly effective leaders;
• Be able to use a suite of pragmatic leadership tools in order to lead
more effectively;
• Have created a comprehensive leadership development strategy for
themselves & their organizations, and have clear objectives to
implement the strategy;
• Have a ‘baseline’ measure of their leadership competence and have
completed a second survey to illustrate their progress;
• Develop and practice their leadership coaching skills in order to
create leadership and leaders around them;
• Build a support network of other leaders within Vietnam through the
program and other activities at PACE;
• Be connected via LIW’s program alumni to network of leaders
globally.
© LIW 2012
Program Structure
Senior Leadership development program flowDAY TOPICS
1. Creating an organisationalleadership architecture
What is leadership? Developing leadership, not leaders Organisational vision - what is yours? Your role in driving it? Shared leadership and leadership responsibility Aligning the leadership mindset Creating the conditions for success Being a leadership architect
2. Understanding myself and others Looking in the mirror to understand yourself, looking around to understand others Why should anyone be led by me? Behaviour and drivers - what drives behaviour? Motivation, Perception, Values Leading others: Learned Optimism, Learned Helplessness Attributing success and failure: impact - what hinders, what helps
3. Unlocking leadership potential in others
Differences in others’ thinking preferences How do I lead someone who is the polar opposite to me? What is coaching? Why do we do it? Coaching model Buddy up: Live coaching of others for success Having the difficult conversations Creating a culture of feedback for growth and results Performance leadership
4. Building alignment & Cascading Decision making
Decision making: gut feel or objective? Who should be involved in decisions? How do you make decision? Aligned decision making model Cascading aligned leadership thinking
5. Influential leadership up, down and across
What is influence? Persuasion? Negotiation? Coercion? Who are your stakeholders? Stakeholder mapping Proactive and reactive relationship management
6. My plan to enhance Vietnam’s leadership
Practical application of OLA Final presentation and individual action plan commitment to further enhance the leadership capacity of
Vietnam Graduation ceremony
A recap
© LIW 2012
• Leadership transition - Pipeline
• Leadership mindset - 3Ws
• Conditions for Success - 3C’s
• OLA
• Decision Making -
• Understanding our self and
others - Self awareness and
• The Psychology of Leadership
• Thinking styles and preferences
- HBDI
• The role of leader as coach
Days 5 & 6
Day 5Morning• Review of your application to your
projects• Optimising your climate - stakeholder
management
Afternoon• The leader as influencer - approaches and
skills• Application to your project
Day 6Morning• Leading up, down and across - effective
stakeholder managementAfternoon• My plan to enhance Vietnam’s leadership• Graduation
Project Presentations
© LIW 2012
Days 5 & 6
© LIW 2012
Day 5Morning• Review of your application to your projects
Afternoon• The leader as influencer - approaches and
skills• Application to your project
Day 6Morning• Leading up, down and across - effective
stakeholder managementAfternoon• My plan to enhance Vietnam’s leadership• Graduation
© LIW 2011
Leading other people’s people
How it can go all wrong!
Coercion
Negotiation
The Ladder of Effect
Self-motivating Imposed complianceEducated Choice Bargained compromise
Persuasion
Influence
Low - Volunteer Recipient’s Resistance Hi - Objector
Esc
alat
ion
of C
onse
quen
ce
“The power of producing effects by invisible or insensible means”
“Astrol”
(Macquarie)
Where did it all start?
The evolution of the thinking leader
Influencing - Communication Styles
FLIGHT
PASSIVE
BIOLOGICAL
RESPONSE
AGGRESSIVE
FIGHT
SOCIAL, LEARNED
RESPONSE
ASSERTIVE
Aggressive behaviour isAggressive behaviour is:
Believing that one’s own needs, opinions, thoughts
and feelings are more important than others’, and
showing a lack of respect for the needs of others.
Aggressive behaviour ranges from interrupting
others, ‘telling’ and being very directive, to extreme
aggression, making threats and being hostile.
Aggressive
Passive behaviour is:Passive behaviour is:
Believing that one’s own needs, opinions, thoughts
and feelings are less important than others, and
deferring to the thoughts and needs of others.
Passive behaviour ranges from saying yes when we
really want to say no, through not or sharing in
team discussions to sulking and isolation.
Passive
Assertive behaviour is defined asAssertive behaviour is defined as::
Believing that one’s own needs, opinions, thoughts
and feelings are as important as anyone else’s, and
showing respect for the needs and thoughts of others.
Assertive
Verbal
Communication
Your voice tone
Rhythm
Speed
Volume
Pitch
Non -Verbal
Communication Your appearance - hairstyle, what
you wear
Your posture - upright, confident, relaxed
Your hand gestures - open,
Inviting but also controllingwhen appropriate
Your facial expression - receptive, friendly, interested
Your eye contact
Your mental state
Assertive Behaviour
Assertiveness
Self TalkSelf Talk
Mental RehearsalsMental Rehearsals
Actual RehearsalsActual Rehearsals
VisualisationVisualisation
Definites ………………………How, What or Why?
Universals…………………….Challenge with facts
Linked Statements…………..Why or How?
Beliefs, Declarations,
suppositions……………..What or Why
Cause & Effect……………….What or Why?
Predictions……………………What, Why or Facts
Incomplete Comparisons…..Compared to? Why?
Judgement…………………….Who? Why?
Incomplete requests………...Ask for Specifics
Assertive Responses
Exercise Mixed Messages
First Round
I’d like some help with this
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Second Round
I’m not able to deliver that on time
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Third Round
You don’t seem to understand me
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Social Contract
• Technical
• Emotional
• Behavioural
Need
s
Influencing:Clarifying your relationships up front
Addressingthe needs of
Others How can we understand these?
Needs
Coercion
Negotiation
The Ladder of Effect
Self-motivating Imposed complianceEducated Choice Bargained compromise
Persuasion
Influence
Low - Volunteer Recipient’s Resistance Hi - Objector
Esc
alat
ion
of C
onse
quen
ce
Persuasion
Leading Other People’s People
Persuasion:
“to prevail on a person by logic, reasons,inducements to do something. To induce to believe or convince”
(Macquarie)
Our Four Different Selves
Wo
rkin
g T
oge
ther
-C
omm
un
ica
tion
Pre
fere
nce
s
CREATING PERSUASIVE MESSAGES
The reason I say this is…
The impact will be…
You will…
The benefits will be…
What this means to you is…
Statement / Recommendation
In support of this…
Others have found…
I’m not just saying so…
To illustrate…
The evidence shows…
Core Benefit And/Or Impact For The Receiver
Because you told me…
The implication is that..
This is relevant because…
You will experience/find…
You too will benefit..
Supporting / Relevant Evidence
That’s WHY….
Hence my recommendation…
Therefore…
Relevance / Implications
PERSUASIVE MESSAGES
Types of evidence:
1. Facts
2. Statistics
3. Testimonials - Institutional, Expert, End-user, Popular Endorsement
4. Case Studies
5. Demonstration
6. Visual Aids
7. Hypothetical
8. Analogies / Stories
Exercise in Pairs
You have to persuade your buddy on the following.....
Coercion
Negotiation
The Ladder of Effect
Self-motivating Imposed complianceEducated Choice Bargained compromise
Persuasion
Influence
Low - Volunteer Recipient’s Resistance Hi - Objector
Esc
alat
ion
of C
onse
quen
ce
Negotiation
The art of making an argument
Outcomes of Negotiation
Lose - Lose. This is when neither side gains from the conflict and usually results in resentment.
Lose - Win. This is when one party is unassertive and lets the other benefit despite the cost.
Win - Lose. One party imposes a solution on the other resulting in the loser feeling resentful and defeated.
Win - Win. Both parties will gain from the resolution with improved interpersonal relationships.
Options in Negotiation
Source - Thomas 1976
Level of Assertion
Level of Cooperation
Competing
Avoiding
Compromising
Collaborating
Accommodating
Coercion
“No one expects the Spanish Inquisition”
Leading Other People’s People
Coercion:
“To force to do something by threat, law or authority. To compel by forcible action”
(Macquarie)
Leading Other People’s People
Coercion Discussion:
What constitutes coercion?
When would you consider ever using it?
What are the consequences?
“Coercion attempts to force people to change beliefs, ideas, attitudes or behaviours using psychological pressure, undue influence, threats, anxiety, intimidation and/or stress.”
(Martyn Carruthers 2005)
Coercion
What does this look like in the day-to-day workplace?
• I demand that you do it.• I criticize you for not doing it.• I yell until you do it• I curse until you do it• I threaten with punishment if you don’t
do it.
(Buss et.al. 1987, 1995, 2003)
Coercion
When do employees or peers feel coerced?
The Leaders’ Influence Toolkit
Assertiveness
3C’s
Style of Negotiation
Drivers of Behaviour
Sphere of Influence
Personality
© LIW 2011
6
Days 5 & 6
© LIW 2012
Day 5Morning
• Review of your application to your
projects
Afternoon
• The leader as influencer - approaches and
skills
• Application to your project
Day 6Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam’s leadership
• Graduation
© LIW 2011
© LIW 2011
Managing StakeholdersStakeholder Management
Managing Stakeholders helps you understand:
With whom you need to work
How to work with them
Priorities for working with them
PRIMARY
ImpactedInvolved
Influencer
Strategic Stakeholder Web: Your Situation
Exercise
Consider your project…..
Who are the key cross-organizational
stakeholders?
Where they sit in the world?
How are they related to your project?
How critical are they to your success?
What is their preferred
communication style?
Who is missing?
PRIMARY
ImpactedInvolved
Influencer
Primary Actively invest in relationship building
Partner to resolve issues and manage tradeoffs
Jointly prepare for likely outcomes
Keep informed
Solicit feedback and input
Understand how your work affects them
Keep fully informed
Actively solicit opinions and perspectives
Ensure that their interests are recognized
Secondary Inform as needed
Delegate tasks appropriate with their role
Inform as needed
Advise of expected outcomes
Inform as needed
Seek guidance and advice
Monitor their positions
Where is your time best spent?
Working With Your Different Stakeholders
ImpactedInvolved Influencer
Credibility. Credibility has to do with the words we speak.
Reliability. Reliability has to do with actions.
Intimacy. Intimacy is the safety we feel talking to someone.
Self-orientation. Self-orientation refers is the focus of the person in question
T =C+R+I
S
Trust
Days 5 & 6
Day 5Morning
• Review of your application to your projects
Afternoon -
• The leader as influencer - approaches and
skills
• Application to your project
Day 6Morning
• Leading up, down and across - effective
stakeholder management
Afternoon
• My plan to enhance Vietnam’s leadership
• Graduation
Organisational Leadership Architecture®
Clarity Climate Competence
W1What are we
trying to achieve and
why?
Your Why
Your What
Your How
• The culture you want around you
The resources you need
• Your Knowledge & skills
• Your Behaviour & attitude
• Your Leader’s example
W2 Where are we
now?
W3What next?
Top 3 actions
Exercise in Pairs
Graduation
Finally...