university of newcastle faculty of science and it staff development day

Heidi Alexandra PollardChief Empowerment Officer

UQ Power

Faculty of Science and IT December 2016

AGENDA

• Understanding and appreciating your personal communication style

• Preparing for the Future of Work

• Developing Personal Leadership

• Building Trust and Cohesive Teams

• Mindfulness and Meditation

Intention and Outcomes

• Create a name card for yourself

• Use your preferred, nickname or stage name

• Add one word people usually use to describe you or

associate you with

• Add a picture, icon, symbol or diagram that

demonstrates the key quality you

intend to bring to the room today

The single most important driver of performance at work is whether a person feels like their unique strengths are at play.

You could improve all your people systems – selection, compensation, performance management and succession systems… Or you could #StartwithU which is the most sensible, practical, achievablething to begin with.

Start With Strengths

UQPower.com.au#StartWithU

EXPLORING YOUR SIGNATURE COMMUNICATION STRENGTHS

Understanding your individual communication & leadership style & the effect it may have on others.

• No right or wrong scores, no style is better than another.

• One high score (4 pts or more) strong preference

• Two high scores (within 2 pts) may lead with preferred style and can draw from others

• Three close scores will lead with a preferred style, may have developed from experience

• Equal scores in all four styles highly adaptable, may appear inconsistent to others

PSCI Scoring

THE DIRECTING STYLE

Liabilities• Impatient with those

working too slowly• Lone ranger• Can be judgmental• Tendency to dominate

others• Difficulty trusting others

with work• Need to be in control

causes frustrations

Strengths• Fast paced, quick

thinkers• Focus on action

and results• Decisive• Takes responsibility• Natural leaders• Visionary, big picture

Developed by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.

COMMUNICATING WITH A

Director

Give – brevity, credit for abilities

Use – goals and outcomes to get them on board

Be – direct

Don’t – interrupt

Deal – with the facts not the person

Look – them in the eye

THE PRESENTING STYLE

Liabilities• May not always be

taken seriously• Poor operational

follow through• Easily bored• May overpromise

and underdeliver• Would rather talk

than listen• Does not manage

time wellDeveloped by CoachWorks International Dallas, Texas USA for Corporate Coach U International. Copyright 1995. Version 2005. All rights reserved.

Strengths• Knows how to have fun• Always up, energetic• Communicates easily• Motivates others• Lots and lots of ideas• Enjoys/prefers new

projects


Presenter

Give – attention, affection, approval

Talk – about the relationship

Use – ideas that elicit an emotional response

Request – their opinion

Reward – with use of adjectives and thank you

THE MEDIATING STYLE

Liabilities• Likes privacy, may be

difficult to get to know• Focuses on people issues

over business progress• Reluctant to correct

difficult people problems

• Doesn’t like risk taking• Doesn’t care for surprises• May avoid centre stage

Strengths• Subtle, gentle, indirect

and inclusive• Good listener• Expert• Loved by everyone• Champion of others• Encourages others

through appreciation



Mediator

Give – feeling of worth, understanding, support

Create – a supportive environment

Request – input and suggestions

Ask – a lot of questions

Reward – plenty of rest at the end of the day

Strengths• Likes people, not

large groups• Confident if facts

are known• Likes to give advice• Very thorough• Fair and unbiased• Enjoys structure

Liabilities• Difficult to stop pursuing

perfection• Fear of mistakes creates

time consuming tasks• Tends to be critical• Worries a lot• Slow to embrace the new

THE STRATEGISING STYLE



Strategist

Give – space, silence, sensitivity

Be – prepared and know your facts

Use – specific data in analytical form

Allow – time for processing

Accept - that you may not get it exactly right

Appreciating your style and others

• The top three positive characteristics of my style are…• The strength I admire most in the opposite style is…• You know I am happy when…• I feel least like my style, out of my comfort zone when…• My ideal workday would be…

• Draw a poster demonstrating how your style contributes to the success of the team.

Morning tea

Think back to the best boss and the worst boss you have ever had.1.Make a list of five things done to you that you abhorred.2.DON’T DO THEM TO OTHERS. EVER.3.Make another list of five things done to you that you loved.4.DO THEM TO OTHERS. ALWAYS.

Source Dee Hock, Founder of VISA

60 SECOND PHD IN LEADERSHIP

Ordinary versus extraordinary.What’s the key differentiator?

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What’s the differentiating factor between ordinary companies and great companies?

Four Must Have Foundations

To build a successful, sustainable business you must get your personal house in order first.

That means you need to build solid foundations including:

Vision (know your why)

IQ (know your stuff)

Body (manage your presence)

EQ (manage your relationships)

Only then can you build a truly unique, stand out business.

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Best Of Me

Becoming a great leader requires a great degree of self awareness.

Complete the Best of Me hand out

Discuss in your table groups


Team Activity

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““Heidi we’ve seen more Heidi we’ve seen more change in the last change in the last 33 years than in the last years than in the last

3030..How do I lead now?” How do I lead now?”

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Change is happening exponentially

But people think lineally


UBER – world’s largest transport company

Owns NO VEHICLES

Facebook – world’s largest media owner

Creates NO content

Alibaba – world’s most valuable retailer

has NO inventory

The world around us is changing YOU HAVE TO BE READY

FOR THE FUTURE OF WORK

The future is NOW

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What does it mean to you?

To be sustainable and grow, Universities need to be creative in their approach and responsive to the changing needs of their communities.

In pairs – discuss - what did you find most surprising in the video and how might it apply to UON and your Faculty.


Building Trust In pairs share the following:

1.Where did you grow up?

2.How many siblings do you have and where do you fall in the sibling order? (youngest, oldest etc)

3.What was an important or unique challenge of your childhood, of being a kid?

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How effective is your teamwork?

• RULES: Everyone must participate using one hand only Strictly no speaking is allowed

• You have 8 minutes to build the tallest stand alone tower.

• Winning team takes the prize pool!

Tower of Trust

Each team will receive:- 2 pieces of card paper- 1 roll of sticky tape- 2 paper clips- a pair of scissors- 10 plastic cups

You have 8 minutes to build the tallest stand alone tower.

Winning team takes the prize!

Teamwork Debrief

• Who took the lead?

• What pre-planning did you do?

• What communication techniques did you use?

• What challenges did you face?

• What did you learn about working together as a team?

BUILDING COHESIVE TEAMS

QUITTING THE M&M ADDICTION

RESEARCH SHOWS THE BIGGEST PRODUCTIVITY KILLERS ARE

Managers & Meetings

HOLD SMARTER MEETINGS

Every regular meeting you have add up the hourly salaries of every person in attendance

ie: 8 people @$90ph = $720 for a 1 hour meeting.

That’s not a 1 hour meeting – it’s an 8 hour meeting!

Is that a good investment?

SMARTER MEETINGS IDEAS

Stand up meetingsNo phone meetingsWalking meetings

15 minute meetingsDaily huddles

Skype meetings

FOCUS MODEL

More Detail

Less Detail

More Detail

Less Detail

© Macklin Holdings

THE CURSE OF MANAGERSManagers are basically people whose

job it is to interrupt people. They don't really do the work, so they have to make sure everyone else is doing work, which is an interruption.

How’s that report going?Have you called them yet?

Heidi Alexandra

THE WORST PART

Managers call meetings!

My best invention

Meeting Free Fridays!

Neurologist Richard Restak’s contagion phenomenon findings mean that emotions are infectiousYou can catch the mood of other people just by being near them.

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Emotional leads tend to flow from the most powerful

person in the group to the others

– which means the LEADER

sets the mood!

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Emotions = energy in motion

When a leader is afraid, angry or low on battery their body language spreads fear like a virus affecting everyone’s

moods, attitudes and lowering energy.

When a leader is happy, open and buoyant people will feel

energised, positive and open to change.

Their energy is increased.

The ordinary have“Batteries Not Included” people


The great have “Batteries Included” people


At any moment in time we have a choice.To be a “Drainer” of energy


Or a “Giver” of energy.

Which do you tend to choose to be?


How do you

show up at work?


VICTOROwnership AccountabilityResponsibility

VICTIMBlameExcusesDenial

Reframing Our Behaviour

The choice between

LOW ENERGY HIGH ENERGY


LOVE

High Energy People Have High EQ


‘e’Download our free report 8 Signs of Strong Emotional

Intelligence here

www.uqpower.com.au/strong-eq

http://www.uqpower.com.au/strong-eq

A recent study at Columbia and Harvard universities found when 42 participants were asked to either hold a power pose or a contractive, low-power pose for 2 minutes that the power poses stimulated hormones linked to feelings of power. It also the stress hormone cortisol. Plus, high-power posers reported feeling significantly more “powerful” and “in charge” than low-power posers did – allowing them to perform better.

THE POWER OF POSING

TIME TO POWER

POSE AND CLAIM

YOUR UQ POWER

body language practice

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“It’s important we get this right.

Things must change around here.”

TIP: Lead with your body.

Introduce yourself to someone:

Like you really don’t care about them

One Way To Share Your Frequency


TIP: Lead with your body.

Introduce yourself to someone:

Like they are your long lost best friend

You Can Raise Your Frequency


What’s the biggest learning or benefit you had from today?

What would you like to acknowledge the person to your right for?

Review and Acknowledge


Want more?

Contact us: [email protected]

Follow us: Twitter: @UQPower

Facebook https://www.facebook.com/UQpower

LinkedIn http://www.linkedin.com/company/uq-power

Resources: http://www.uqpower.com.au

How to tell your manager they suck

mailto:[email protected]

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http://www.uqpower.com.au/

http://www.uqpower.com.au/_blog/uqtv/post/how-to-tell-your-manager-they-suck/

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university of newcastle faculty of science and it staff development day

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