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© 2016. Leadership Labs NY. All Rights Reserved

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Star%ng->Management

YehudiMeshchaninov@WeWorkFiDi,2016

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Introduc%ons

YournamePosi%on

Whatareyouhopingtolearnmoreabouttonight?

Tellusali)lebitaboutyourself

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RoleDefini%on

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Technician

A specialist or expert whose expertise runs narrow and deep

Technicians do one thing and they do it well

Examples: graphics designer, accountant, office manager, teacher, electrician,

photographer

A person whose job it is to get things done through other people

Primary functions: coordinating the actions of others, supporting, coaching, directing, orchestrating events

Examples: CEO, department leader, principal, creative director, board chair

Manager

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Be a good coach

Empower; don't

micromanage

Be interested in direct reports,

success and well-being

Don't be a sissy: Be productive and

results-oriented

Be a good communicator

and listen to your team

Help your employees with

career development

Have key technical skills so you can advise

the team

Help your employees with

career development

LeadershipSkillsPollPicktop3

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TurnAndTalkShareyourtop3andthera%onale

behindyourchoice

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GoogleProjectOxygen

1 Beagoodcoach

2 Empower;don'tmicromanage.

3Beinterestedindirectreports,successandwell-being

4Don'tbeasissy:BeproducDveandresults-oriented.

5 Beagoodcommunicatorandlistentoyourteam

6Helpyouremployeeswithcareerdevelopment

7 Haveaclearvisionandstrategyfortheteam

8Havekeytechnicalskillssoyoucanadvisetheteam

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HBRBlogNetwork

TheMust-HaveLeadershipSkill

“Youcanbethemostbrilliantinnovator,problem-solverorstrategicthinker,butifyoucan’tinspireandmo%vate,buildrela%onshipsorcommunicatepowerfully,thosetalentswillgetyounowhere...“interpersonalskills”...arethesecret

sauceintop-performingleadership.”

ByDanielGoleman|3:19PMOctober14,2011

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PollWhatpercentageoftheAmericanworkforceisengagedatwork?

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Only30%ofAmericanworkersareengagedatwork.

Millennialsaretheleastengagedgroup,at28.9%”

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CostofDisengagement

$

Adisengagedemployeecostsanorganiza%onapproximately$3,400forevery$10,000inannualsalary.

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Whichmanagementbehaviorscreateorexacerbatedisengagement?

IndividuallywritebehaviorsthatcreateorexacerbatedisengagementonsDcky

notes

Pastechartpaperonwall

IngroupssortsDckynotesonchartpaperby

howoWenthesebehaviorshappeninteams.

1 2 3

Rarely

OccasionallyOWen

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GalleryWalkLookatothergroupscharts.

Whatthemesandpacernsdoyouno%ce?Feelfreetoaddcommentsorques%onstoeachchart.

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GroupDiscussion

Whatnewlearningsorques%onswereinspiredbythegroupshare?

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Sowhydothey/wedothem??

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Thisworkshopisbasedontheassump%onthatsubconsciousframesofmind,giverisetothinking,whichgiverisetobehavior.

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http://streetgiraffe.com/reptilian-brain-mindsight/

18 AComparisonofSystem1&System2thinking

System1“Fast”

System1“Slow”

Definingcharacteris%csUnconscious

EffortlessAutomaDc

Withoutselfawarenessorcontrol

“Whatyouseeisallthereis.”

RoleAssesthesituaDons

Deliversupdate

Definingcharacteris%csDeliberate&consciousEffor_ulControlledmentalprocess

Withselfawarenessorcontrol

LogicalandskepDcal

RoleSeeksnew/missinginformaDonMakedecisions

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MentalModels

DefineOurThinking

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OurReflexesAreMoreWiredToThis.

ThanThis

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Check-In

WhatIlikeaboutthissofaris...

Myconcernsaboutthissofarare…

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Whatdoyouno%ceaboutthecandidatesbehavioranditsimpact?

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Workingwithsense-making

24 Ladderofinference

Realdataandexperience

Selecteddataandexperience

Affixedmeaning

Assump%ons

Conclusions

Beliefs

Ac%ons ItakeacDonsbasedonmybeliefs

Idrawconclusions

Iaddmeaning(Cultural&personal)

Observabledataandexperiences

Iadaptbeliefsabouttheenvironment

ImakeassumpDonsbasedonthosemeanings

IselectdatabasedonwhatIobserved

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Theeventcartoon

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Predic%onsabouttheReflexiveInterpersonalWorld

WevaluelisteningbutdecidetoprejudgeandsDcktoprejudgmentsinthefaceofnewdata

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WhenwegiveinformaDonwearetacitlyaskingotherpersonto_____?

Listen

28 Compe%%on-for-ListeningPacern

1 IniDator:GivesinformaDon,tacitlyrequesDngtheReceiverto?

Listen

2 Receiver:Doeswhat?GivesinformaDon,tacitlyreversingtherequestfor?

Listening

3 IniDator:Doeswhat?GivesinformaDon,tacitlyreversingtherequestfor

Listening

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Whenyouthink,“You’renotlisteningtome,”assumethattheotherpersonisthinkingtheverysamethingaboutyou!

You’renotlisteningtome!!

You’renotlisteningtome!!

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BreakingtheReflexiveCompe%%onforListeningPacern

1 LeadergivesinformaDon

2 OtherpartygivesinformaDon

3 LeaderListens,putsinhis/herownwordswhattheReceiverseemstobetryingtoconvey:“Youwere…”

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Reflec%veListening

Payinga)enDontothesensetheotherpersonseemstobetryingtoexpress

IndicaDnginterestthroughbody-

languageandtone

TesDngourunderstandingoutloudandpausing,sotheotherpersoncanconfirm,disconfirm,

ormodify

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ListeningExerciseAgreeordisagreewiththestatementbelow.Speakfor2-minthenrotate.

ItsimportanttofollowtheDemocra%candRepublicanprimaries.

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2GemngyourbachelorsinLiberalartsisapoorchoice.

Becurioustounderstandother’ssense-making1

2Listenbycheckingoutthesenseyouthinktheother

mightbemaking

Tips

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Whatwasyourexperienceasthespeaker?Whichlistenerbehaviorhadthemostimpact?

Whatwasyourexperienceasalistener?Whatwasmostchallenging?

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CaseStudy

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Check-In

WhatIlikeaboutthissofaris...

Myconcernsaboutthissofarare…

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Extrapola%ngOutwardsLevelsofanalysisinOB

IndividualLevel GroupLevel

Organiza%onalLevel

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h)p://www.ted.com/talks/ernesto_sirolli_want_to_help_someone_shut_up_and_listen?language=en

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Turn&Talk

Discuss:Whatgetsinthewayoforganiza%onallistening?

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AsReflexiveDecisionMakersWeOperatefromClosedAgendas

Based on our own data alone, we decide privately what the problem

is and how to solve it.

As a result, we enter interactions closed, focused on the tactics of influencing the other person to

accept our problem definition and solution.

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CostsofReflexive,ClosedDecisionMaking

DefinesProblemsSuperficially

DiscouragesLearning

RejectsNewData

CausesUnproducDveConflict

GeneratesMistrustandUndermines

Credibility

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TakeAways:Mindset

ReflexiveMind:DecidesPrivately,ThenCorrects.Reflec%veMind:LearnsWithOthers,ThenDecides.AsaLeader:BeASSERTIVELYOPENtolearnbeforedeciding,insteadofdecidingaheadofDmeandbeingASSERTIVELYCLOSEDinanefforttowin.

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44 LeadershipRedefined

Stage Leadershipques%ons

RedLeader HowcanIusemypowertodominate?

AmberLeader HowcanIusemypowertoenforcethestatusquo?

OrangeLeader Howcanwewin?

GreenLeader Howcanweempowermorepeople?

TealLeader Howcaneveryonemostpowerfullypursueapurposethattranscendsusall?

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Reflec%on

WhatassumpDonsthatyouholdaboutleadershipwereconfirmed?

WhatassumpDonsthatyouhold/heldaboutleadershipwerechallenged?

Keylearning’sIamtakingawayfrom

thisare…

WhatIwouldliketoconDnuetoexplore

is…

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YehudiMeshchaninovLeadershipLabsNY

/leadershipLabsNY@leadershipNY

www.leadershiplabsny.com

http://www.meetup.com/The-Entrepreneurial-Manager/ Meetup: