EVERYDAY LEADERSHIP
by
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Course Contents
Unit 1: Overview - Why is leadership so critical now?
STRENGTHEN THE Unit 2: Self Alignment: Awareness of the 10
HANDS OF THE STRONG Competencies
Unit 3: Self Alignment: Resiliency
Unit 4: Working With Others: Interpersonal and
Relationship Skills
Unit 5: Communication Skills
Unit 6: Employee Development/Coaching
Unit 7: Creating Vision
Unit 8: Change
Unit 9: Integration: Customer Orientation
Unit 10: Business Acumen
Unit 11: Project Leadership
2
Course Objectives
After completing this workshop, the learner will be able to:
Understand and apply their personal values and leadership style.
Influence and build relationships within and across organizations.
Manage change and transition.
Lead others with diverse styles.
Align actions and priorities with strategic direction.
Coach and develop others for motivation and performance.
3
Overview:
Why is Leadership so Critical Now?
1. Companies are very sick
2. What is Management? Leadership?
“In the Land of the Blind, One-Eyed Men Are Kings.” – French Proverb
4
Why is Leadership so Critical Now?
Business Is Very Sick
• A man was let go from his position through a text message on his beeper
while attending a conference in the same city as his office.
• A woman was abruptly given the job of her boss, who had just committed
suicide. She was not given any directions, training, or coaching.
• A five-year SAP project for a global company has logged two deaths from
heart attacks, as well as large turnover rates and illnesses.
• A woman hired by a software firm discovered that she could no longer work
with the technical people on her team, because they refused to
communicate with her. Ironically, she was hired so that her communication
skills would rub off on them. Her comment: "Is there any place that I'll be
able to work my technical and people skills?"
5
Why Is Leadership the Solution to
the Economic Problems?
• Market share is driven by speed to market,
customer service, and/or efficiencies that drive
out cost. These cannot be done without
leadership.
• Security, stability and safety start through the
gateway of leadership. (see “Byte Wars” by Ed Yourdon)
6
What is Management? Leadership?
LEAD MANAGE
7
How is Leadership Unique?
• The ―why‖ of a business, organization
or team is critical for project / resource
prioritization but generally unknown.
• Leadership development is a paradox.
It must be practical and immediate.
However, to be able to ―do,‖ leaders
must find quiet time to develop self-
understanding. There is a strong
tension between the need to act
quickly and the need to stop and
think. Leadership requires both.
8
A Great Leader
A great leader needs to know how to leverage
the strengths she already has, and to
surround herself with others to fill in her own
gaps.
A great leader realizes that each of his people
is unique and coaches them to leverage their
own strengths.
Therefore, leadership is about releasing the
potential that is already there.
9
What is Management? Leadership?
Self-Alignment
LEADERSHIP
IN THE MIDDLE
Integration Working with others
10
Self Understanding: Self Assessment
1. Definition of the Competency
2. Self-Assessment
3. 360-Degree Assessment
4. Identification of Strengths and Weaknesses
“To climb a tree, grab the branches not the blossoms.” – Unknown
11
The DISC & PIAV
MOTIVATORS No Right or Wrong Profile
Why and Where you
walk No Good or Bad Profile
Does not measure
BEHAVIOR - Intelligence
How you are walking? - Ethics
- Skill or ability
12
Descriptors “D”
Demanding
“I”
Effusive
“S”
Phlegmatic
“C”
Evasive
Convincing
Egocentric Superficial Relaxed Worrisome
Resistant to Change Careful
Driving Magnetic Nondemonstrative Dependent
Ambitious Political Cautious
Pioneering Enthusiastic Passive Conventional
Strong-Willed Demonstrative Exacting
Forceful Persuasive Patient Neat
Determined Warm
Aggressive Convincing Possessive Systematic
Competitive Polished Diplomatic
Decisive
Venturesome
Poised
Optimistic
Predictable
Consistent
Accurate
Tactful YOU
Deliberate
Inquisitive
Responsible
Trusting
Sociable
Steady
Stable
Open-Minded
Balanced Judgment ARE
ENERGY LINE
Conservative
Calculating
Reflective
Factual
Mobile
Active
Firm
Independent
ALL!
Cooperative Calculating Restless Self-Willed
Hesitant Skeptical Alert Stubborn
Low-Key Variety-Oriented
Unsure Logical Demonstrative Obstinate
Undemanding Undemonstrative
Cautious Suspicious Impatient Opinionated
Matter-of-Fact Pressure-Oriented Unsystematic
Mild Incisive Eager Self-Righteous
Agreeable Flexible Uninhibited
Modest Pessimistic Impulsive Arbitrary
Peaceful Moody Impetuous Unbending
Unobtrusive Critical Hypertense Careless with Details
13
Preferred C
Behavior Styles
S
14
D I SC D I SC
Adapted Style 100 100
90 90
80 80
70 70
60 60
HOW 50 50 YOUR
YOU “PERFECT
ADAPT 40 40 PLACE”
30 30
20 20
10 10
0 0
Adapted Natural
15
The Six Attitudes Measured
Theoretical Social
Utilitarian
Individualistic
Aesthetic Traditional
16
Attitude Graph
80
70
60
50
AVERAGES
40
30
20
10
0
The Uti Aes Soc Ind Tra
60 30 50 48 27 37
17
What is Leadership?
Self-Understanding
Resiliency
Self-Alignment
Customer Orientation Relationship Skills
Business Acumen LEADERSHIP Communication
Project Leadership IN THE MIDDLE Coaching/Mentoring
Managing Change Actualizing Vision
Integration Working with others
18
Self Understanding: Resiliency
1. Definitions of Resiliency
2. Characteristics of Resiliency
3. Future Challenge
4. Journaling
“We are in a constant state of becoming.” – Rueben R. McDaniel
19
Definition of Resiliency
SELF UNDERSTANDING: Resiliency
• Willingness to jump in and get things started
• Seek opportunities for performance improvement and
development
• Build on others ideas for the benefit of the decision
• Maintain appropriate, empowered attitude
• Persistence in managing and overcoming adversity
• Act proactively in seeking new opportunities
• Prioritization, time management
20
Characteristics of Resiliency:
Thriving in the Midst of Change
FIVE TRAITS OF RESILIENT PEOPLE
Building the Resiliency Attitude
Looking into the Future
Practicing Flexibility
Imposing Order Upon Chaos
Seeking Opportunities in Change
21
Building the Resiliency Attitude
ATTITUDE RESULTS FROM HOW YOU SEE THE WORLD
Expectation POSSIBILITY
REALITY
It’s the ABCs of Life . . .
Activating Event “You can‟t control the unexpected, but
Beliefs/Attitude you can control your response to it.”
– Aikido Principle
Consequential Response
22
Looking into the Future
Describe one change you can
see coming down the road.
Given this reality, what
possibility would you like to
create now?
See the coming change.
Envision yourself in the
new beginning.
“Sometimes we stare so long at a door that is closing that we see too late the one that is open.”
– Alexander Graham Bell
23
Practicing 1. Do they have a 4th of July in England?
Flexibility:
2. How many birthdays does the average man have?
3. Some months have 31 days; how many have 28?
4. How many outs are there in an inning?
A Test of Your 5. Is it legal for a man in California to marry his widow's
Creative Thinking Skills sister?
6. Divide 30 by 1/2 and add 10. What is the answer?
7. If there are 3 apples and you take away 2, how many do
you have?
8. A doctor gives you three pills telling you to take one every
half hour. How many minutes would the pills last?
9. A farmer has 17 sheep, and all but 9 die. How many are
left?
10. How many animals of each sex did Moses take on the ark?
11. A clerk in the butcher shop is 5' 10'' tall. What does he
weigh?
12. How many two cent stamps are there in a dozen?
24
Imposing Order upon Chaos
Take First Things First
You are driving down a lonely stretch of highway late one night when you come upon
an accident. A car is overturned on the road. A second car with a smashed front end
sits sideways halfway onto the shoulder. You see small flames beginning to flicker
up from under this car‘s hood. A wounded deer lies not far from the first car. As you
pull up to the scene and prepare to stop, your headlights shine on a person in the
overturned vehicle. You can see that he is halfway out of the car and bleeding badly
from a gash in his forehead. Glancing quickly at the other vehicle, you see a person
moving slightly in the driver‘s seat. The back door of this car is open and there is a
small child standing by the driver‘s door. You are alone. You have a cell phone.
There is no other traffic on the road.
What are the first five actions you take?
“The law of nature is change (chaos), while the dream of man is order.” – Henry Adams
25
Seeking Opportunities in Change
When you look into the
face of change …
... do you see the danger
or the opportunity?
“Even if you‟re on the right track, you‟ll get run over if you just sit there.” – Will Rogers
26
Future Change
Think of a big change that you think may be ahead
of you. What are your strategies for planning
how you will personally deal with it?
How will you help your
team address it?
27
Master Strategies:
Living in a World of Permanent Whitewater
Operating in our world of rapid, tumultuous, unrelenting
change has been compared to running a raging, white
water river. Here are some things to remember for
navigating the river of change without getting swamped …
• Remember to pack your attitude.
• Don’t look where you don’t want to go.
• Go with the flow.
• Explore what’s around the next bend.
Life is change.
• Take time to eddy out. Growth is Optional.
28
Working With Others:
Interpersonal and Relationship Skills
1. Definition of Interpersonal and
Relationship Skills
2. Exploring Trust
3. How to Offer Feedback
4. Managing Conflict
5. Journaling
“Each of us must be the change we want to see in the world.” – Mahatma Gandhi
29
Definition of Interpersonal and
Relationship Skills
WORKING WITH OTHERS:
INTERPERSONAL AND • Understand and appreciate
RELATIONSHIP SKILLS diversity of perspective and style.
• Participate and contribute fully as
a team member.
• Demonstrate empathy and
understanding.
• Build trust and demonstrate
trustworthiness .
30
Exploring Trust
How many of you in this room are trustworthy?
If everyone is trustworthy, then
why is there so little trust?
1. Unconscious, thoughtless or
misinterpreted acts
undermine existing trust.
2. Some are reluctant to risk
trusting others.
CREDIBILITY CONSISTENCY COMMUNICATION
Skill, knowledge, experience History Managed expectations
31
Trust Assessment
SELF-ASSESSMENT:
As a leader, how do you deliver on
the three factors that inspire trust?
1. What level of credibility do you hold in the
context of your leadership role?
2. How consistent are you in your actions and
decision-making processes?
3. How well do you use communication to
build confidence and reassurance within
your team?
32
How to Offer Feedback
WIN/LOSE
“You and I need to talk. You just
don‟t care about this project. I
assumed with your background
this would happen.”
WIN/WIN
“Do you have a minute? I‟m concerned
about the quality of the report you just
turned in. It had a lot of typos and
format problems. Your Use ― I ‖
work is usually great - did something Focus on behavior,
different happen this time?” not the individual
Be specific
Be timely
33
Conflict Situations
SITUATION EXAMPLE
ambiguous boundaries __________________
conflicting interests __________________
value differences __________________
communication barriers __________________
TRUST is
unresolved prior conflict __________________ BIDIRECTIONAL!
34
A Difficult Conversations Checklist
What Happened? Differences
Where does your story come from? Describe the problem in terms of the
Facts? Past Experience? Rules? differences between your stories and
Theirs? share the purpose.
What impact has this had on you? Invite them to join as a partner to solve
What might their objectives have been the problem.
and how have you contributed to the Explore the Stories
problem? Listen to understand their viewpoint.
Emotions Share your viewpoint.
What are you really feeling? Why? Reframe, reframe, reframe to keep on
Identify track.
What‘s at stake for you about you? Problem Solving
Purposes Invent options that meet each side‘s
What do you hope to accomplish? Shift concerns.
to support learning, sharing, problem- Look to standards for what should
solving. Is this the best way to address happen.
this issue? Talk about how to keep communication
open going forward.
Adapted from the book Difficult Conversations by Douglas Stone, Bruce Patton and Sheila Heen.
35
Communication Skills
1. Definitions of Communication Skills
2. Communication Basics
3. Adapting Your Style
4. Listen for Understanding
5. Journaling
“Be careful of your thoughts; they may become words at any moment.” – Iara Gassen
36
Definition of Communication Skills
WORKING WITH OTHERS: • Understand and adapt to your
audience — helping others learn
Communication Skills
• Express intention clearly and
concisely in written communications
• Build collaboration and clearly
articulate intention in verbal
communications
• Formal presentation skills
• Listen for understanding
• Manage flow of
communication/information
37
Communication Basics
MESSAGE: “Why did you do it that way?”
CHANNELS
INTERFERENCE
WHAT IS SAID
Communication Should Be INTENTIONAL WHAT IS HEARD
Words (7%), Tone (38%), Body language (55%)
38
Presentation UNDERSTAND
Skills
When over, what will be different?
PURPOSE/GOAL
DESIGN FOR THE Profession, level, education,
AUDIENCE, CONTEXT gender, anxiety, expectation…
CHOOSE RIGHT Laptop, paper, spoken,
CHANNEL email, written…
MANAGE ENVIRONMENT Seating, lighting, food, heat,
(INTERFERENCE) agenda, handouts…
39
Adapting to D I SC D I SC
Your Audience 100
90
100
90
80 80
70 70
60 60
HOW YOUR
YOU 50 50
NATURAL
ADAPT 40 40 STYLE
30 30
20 20
10 10
0 0
Adapted Natural
40
Adapting Your Style
BODY LANGUAGE:
Keep your distance TONE OF VOICE:
Strong handshake Strong, clear, confident
Lean forward Direct WORDS/CONTENT:
WORKING Direct eye contact Fast pace Win
Lead the field
WITH THE ENERGIZERS: DISSATISFIERS: Results
CORE Challenges Routine, mundane Now, Immediate
Opportunities to lead Lack of authority Bottom line
STYLE
D
Tough assignments Lack of respect Challenge
DO’S AND DON’TS:
Be clear, specific and to the point Don‘t waste time
Stick to business Present facts logically
Be prepared and packaged Ask specific ―what‖ questions
Provide alternative choices Don‘t offer guarantees you can‘t keep
Take issue with the facts, not the person Provide a win/win opportunity
Let it be his idea
41
Adapting Your Style
BODY LANGUAGE:
Get close
TONE OF VOICE:
Sit next to Enthusiastic
WORKING Smile, relax, have fun Modulations
Persuasive, colorful
WITH THE Friendly eye contact WORDS/CONTENT:
Expressive gestures Fast pace
Fun
CORE I feel
STYLE ENERGIZERS: DISSATISFIERS: Socialize, recognition
I
People interactions Social rejection Exciting
Social recognition Skepticism Picture this
Inspiration Negativity People
DO’S AND DON’TS:
Support their dreams Allow time for socializing
Talk about people and their goals Don‘t drive for facts, figures
Ask for opinion Put details in writing
Provide ideas for implementing actions Provide testimonials – ―important‖ people
Don‘t talk down Offer incentives for risks
Make them feel special
42
Adapting Your Style
BODY LANGUAGE:
Relaxed, calm TONE OF VOICE:
WORKING Methodical Warm, soft, calm
WITH THE Lean back, don‘t rush Steady
Friendly eye contact Low tone, volume
CORE Small gestures Slow pace
STYLE WORDS/CONTENT:
S
ENERGIZERS: DISSATISFIERS: Step-by-step
Defined territory,Security Loss of security Help me out
Closure Lack of closure Guarantee, promise
Team Harmony Surprises Think about it, take your
Opportunity to serve No ―home‖ base time
DO’S AND DON’TS:
Start with personal connection Show interest in them as a person
Listen! Don‘t force a quick response – patience
Present your point logically, nonthreateningly Don‘t interrupt
Look for hurt feelings Provide personal assurances/guarantee
Don‘t mistake willingness for agreement Allow time to think/make decisions
Provide information
43
Adapting Your Style
BODY LANGUAGE:
Keep your distance TONE OF VOICE:
Sit across from Controlled, direct
Firm posture Thoughtful, precise
Direct eye contact Little modulations
WORKING Slow pace
Little/no hand gestures WORDS/CONTENT:
WITH THE Here are the facts
CORE ENERGIZERS: DISSATISFIERS: The data show
Information Personal criticism Proven
STYLE
C
Quality Standards Moving too fast Take your time, no risk
Compliance to rules Decisions without data Analyze
Analysis, research Irrational feelings/emotions Guarantees
DO’S AND DON’TS:
Prepare your case Don‘t be disorganized
Approach in straightforward way Don‘t be casual, informal or personal
Provide policies/rules to follow Build credibility – look at all sides
Give time for decisions Present specifics
Be conservative, don‘t over promise Take time, but be persistent
Prove with facts Help them do things ―right‖
Loyalty Be fair and consistent
44
Listen for Understanding
LEVEL 1
• What‘s in it for me? Rebuttal, self-
interest, filtering.
LEVEL 2
• Where is the person coming from? What
are they truly trying to say? Connect,
silence self-talk.
LEVEL 3
• What is not being said that is important?
Listen through the words.
45
Reflective Listening
• Provide eye contact
• Maintain an interested and
open body posture
• Encourage the speaker with
verbal and nonverbal support
• Use ―door opening‖ questions to
build trust
• Ask genuine questions
• Reflect back what they‘ve said
with empathy
46
Employee Development/Coaching
1. Definitions of Employee
Development / Coaching
2. Coaching
3. Giving Effective Feedback
4. Journaling
“Every blade of grass has an Angel that bends over it and whispers „grow, grow.‟”
– The Talmud
47
Definition of Employee
Development/Coaching
WORKING WITH OTHERS: Employee Development (Coach & Motivate)
Motivating employees to high performance
Coaching Definition of Employee Development/Coaching for
development and improved performance
Manage with appreciation/respect for diversity of individual values and
needs
Delegate tasks as needed and with awareness of employee development
opportunities
Select appropriate staff to fulfill specific project needs and responsibilities
48
Coaching
GAP
What is reality What is desired
Facts, no interpretation Aligned with business, DISC, PIAV
Observable behaviors Measurable and achievable
Employee‘s feelings Desirable by all
Focus on growing talents, not fixing weaknesses.
49
Goal Setting/Performance Review
Business Objective IRACIS Increase Revenue
Sparta will increase revenue Avoid Cost
through more business generated
Improve Service
by strong customer referrals based
on quality product delivery.
Goal (Audience Behavior Condition)
(A) I will (B) hold a status meeting
with my team (C) each week on
Tuesday morning at 9:00 for fifty
minutes.
50
Coaching (continued)
BUSINESS COACHING:
Focus on business change, not personal growth.
―Therapy looks back, coaching looks forward.‖
3
Establish
Awareness an Action Plan
Agree to
Personal measurements,
Improvement milestones, dates =
Establish ACCOUNTABILITY
Transformation
LEVELS
Individual Goals
Reconcile personal
and business goals
Take people from where they Name the Gap
and values
ARE to where they can GO.
51
Coaching (continued)
Determine
What Needs
To Happen Establish
Evaluate Mutual Expectations
Progress & Trust
Foster Reflection
Build an
About Actions &
Action Plan
Results
Pay Close
Collect
Attention to Support
Feedback
Big Steps
Translate
Feedback Into
Action
From the book Action Coaching by
David L. Dotlich and Peter C. Cairo
52
Coaching Language
Avoid directing the discussion.
NOT “No, that‟s the wrong goal.”
Avoid analysis and interpretation.
NOT “Yes, I know which part bothers you the most!”
Phrase future in the present state.
NOT “What will your relationship be like?”
Push to the end result, not just next step.
NOT “Promotion is what you want.”
53
Coaching Language
Questions to help people learn and explore:
1. What would happen if you asked for help in this area in which you‘re
not so skilled?
2. What‘s stopping you from requesting a change?
3. If you died today, what regrets would you have?
4. How might you deal with the conflict without resorting to a win/lose
posture?
5. Why do you want to lead, and why should people follow you?
6. What legacy do you want to leave behind? What do you want
people to say about you after you‘ve left your current role?
7. What are your vulnerabilities, and where could things fall apart?
8. What can you do to renew yourself? Your team? This company?
54
Performance Did you discuss each goal or objective established for this employee?
No Yes
Review
Are you and the employee clear on the areas of agreement? Disagreement?
Did you and the employee cover all positive skills, traits, accomplishments, areas of growth,
etc.? Did you reinforce the employee's accomplishments?
Did you give the employee a sense of what you thought of his or her potential or ability?
Are you both clear on areas where improvement is required? Expected? Demanded?
Desired?
What training or development recommendations did you agree on?
Did you indicate consequences for noncompliance, if appropriate?
Did you set good objectives for the next appraisal period?
Objective?
Specific?
Measurable?
Standard to be used for evaluation?
Timeframe?
Did you set a time for the next evaluation?
Did you confirm what your part would be? Did the employee confirm his or her part?
Did you thank the employee for his or her efforts?
Provided courtesy
of HRnext.com
55
Giving Effective Feedback
WIN/LOSE
“You and I need to talk. You just
don‟t care about this project. I
assumed with your background this
would happen.”
WIN/WIN
“Do you have a minute? I‟m concerned
about the quality of the report you just
turned in. It had a lot of typos and format
problems. Your Use “ I ”
work is usually great - did something Focus on behavior,
different happen this time?” not the individual
Be specific
Be timely
56
How To Disagree
WIN/WIN WIN/WIN
“I think I need to “I appreciate your offer,
spend more time but I‟m feeling some
on this report.” schedule pressure. What
did you have in mind?”
SYMPTOMS
Attack problem
Use ―I‖
Ask for/offer to help
Seek to understand
(Covey)
Seek WIN/WIN
57
Accepting Feedback
SORT FOG REPEAT DISTANCE
What have I done Would you like a I‟m a pain to Let‟s talk about this
to make it hard to cup of coffee while work for? tomorrow after
work for me? we talk about this? we‟ve had a chance
to calm down.
TRUTH
• Avoid DEFENSE
• Acknowledge their feelings
• Express regret
• Find a point of agreement
• Suggest alternatives, solutions
58
Feedback: Pointers
GIVING
Be specific,
descriptive,
action-oriented,
nonjudgmental RECEIVING
Be open,
take notes,
ask for examples,
seek to understand,
triangulate information
later
59
Creating Vision
1. Definitions of Creating Vision
2. Creating a Vision
3. Translating Vision into Action
4. Win-Win Solutions
5. Journaling
“The further backward you look, the further forward you can see.” – Winston Churchill
60
Creating Vision
WORKING WITH OTHERS: Creating and Actualizing Vision
• Create a clear and inspirational vision of the desired
outcome
• Align the vision with broader organizational strategies
• Translate the vision into manageable action steps
• Communicate vision to enroll/enlist staff, sponsors and
customers
• Influence and Evangelize (sales, negotiation)
• Gather appropriate input
• Understand individual motivators and decision-making
styles and utilize to enroll others
• Facilitate win/win solutions
61
Translating the Vision Into Action
• List your ―to-dos‖
• Rate them based on your mission:
High Alignment, Medium Alignment,
Low Alignment
• Ignore the Low Alignment
• Schedule the High and Medium
Alignment
62
Goal Setting/Performance Review
Business Objective IRACIS Increase Revenue
Sparta will increase revenue Avoid Cost
through more business generated
Improve Service
by strong customer referrals based
on quality product delivery.
Goal (Audience Behavior Condition)
(A) I will (B) hold a status meeting
with my team (C) each week on
Tuesday morning at 9:00 for 50
minutes.
63
Managing Change
1. Definitions of Change
2. An Overview of Change
3. Change versus Transition
4. Exploring the Human Side of Change
5. Journaling
“Great sailors are not made of calm seas.” – Unknown
64
Exploring Change
Think about a big change that • What event or choice brought
about the change?
you have experienced in your life.
• Think about the change as a
process: did it happen all at
once or did it unfold over time?
What were some of the stages
of this process?
• What were some of the
challenges and successes you
recall about this period of
change in your life?
65
Change Versus Transition
CHANGE TRANSITION
•Disruption in expectations •Psychological
reorientation to the
•External event change event
•Related to circumstances •Internal process
and situations
•Related to a state of
•Sometimes connected to a mind, a sense of identity
decision of choice
66
Quotable
“It is not so much that we are afraid of change or so in
love with the old ways, but it‟s that place in between
that we fear . . . It‟s like being caught between trapezes.
It‟s Linus when his blanket is in the dryer. There‟s
nothing to hold on to.”
– Marilyn Ferguson
67
Transition: The Human Side of Change
STAGES OF TRANSITION
ENDING
Neutral Zone
NEW BEGINNING
Source: William Bridges 68
Transition: The Human Side of Change
STAGES OF TRANSITION (continued)
Ending - Process of letting go of
the old way before beginning the
new form.
Neutral Zone - Fallow period
between the ending and
new beginning. The wilderness.
New Beginning - New status
quo takes shape.
69
Reactions to Transition
NEW BEGINNING
Excitement
Energy
ENDINGS
Denial Hope
Anger
Impatience
Fear Neutral Zone
Shock Acceptance
Frustration Skepticism
Confusion Time
Creativity
Stress
70
STORY OF
ORIGIN
Allies
CALL TO BETWEEN
ADVENTURE TWO WORLDS
The Hero‟s Allies
Journey GUARDIANS OF
THE GATE
BELLY OF MAGICAL
THE WHALE FLIGHT
Allies
Allies
ACCOMPLISHMENT
ROAD OF
TRIALS
71
STORY OF
ORIGIN
What was the Call
The Hero‟s
What learning did
to Adventure? What you take away from
were your initial this change
Journey:
reactions? experience?
Think about a
Reflection business-related
transition
How would you you have How did success
present itself? How
describe your experienced . . .
Belly of the Whale? did you feel about
What insights resulted the change at this
from this experience? point?
What trials did
you face?
72
Customer Orientation
1. Definitions of Customer Orientation
2. Who is the Customer?
3. A Consulting Focus
4. Gathering requirements
5. Journaling
"Be everywhere, do everything, and never fail to astonish the customer.” – Macy’s Motto
73
Customer Orientation
ALIGNMENT: Customer Orientation
• Understand and apply customer
needs and expectations.
• Gather customer requirements
and input.
• Partner with customer in gathering
requirements, maintaining
communication flow and managing
work.
• Set and monitor performance
standards.
74
Customer Chain of Experience
CUSTOMER REQUEST CUSTOMER
REFERRAL MARKETING
SERVICE CENTER
CRITICAL
SALES CALL
MOMENT
OF TRUTH
PROD. & DIST. SALES ORDER CUSTOMER
SHIPPING
75
Shared Value
What does your What does THEIR What are you GREAT
customer value? customer value? at delivering?
THE WHAT THE HOW
• Quality work • Empathy
• Flexible, able to change • Sharing
• Communications Plan • Listening
• Prioritizing • Reassuring
• Problem solving • Taking responsibility
• Alternative solutions • Perceptive
• Follow-up • Proactive
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A Consulting Focus
Product/Service
Focus
Consulting
Focus
• Technology language • Common language
• Unknown business value • Known business value
• Directed by IT • Shared ownership
• Little client involvement • Client accountability
_____________________ _____________________
_____________________ _____________________
_____________________ _____________________
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Forbidden Phrases
“I DON’T KNOW.” “NO.”
“WHY DO YOU
NEED TO KNOW?”
“THAT’S AGAINST “YOU’RE WRONG.”
COMPANY POLICY.”
“YOU’LL HAVE TO.”
“THAT’S NOT MY JOB.” “WE’VE NEVER DONE
IT THAT WAY.”
78
The Vision Thing
TO THRIVE, COMPANIES/ORGANIZATIONS
MUST PICK ONE PRIMARY GOAL:
TIME First to Market FAST
COST Lowest Cost CHEAP
QUALITY Customer Intimacy GOOD
79
Gathering Requirements
• Identify the Need
• Effective Presentation Skills
80
What is the Difference Between
a Symptom and a Problem?
SYMPTOM: PROBLEM?
“The payroll checks are all wrong!”
• The direct users don‘t
know how to use the
system.
• There is a bug in the
calculation program.
• The printer is jamming
on the checks.
81
Causes
SYSTEM
TRAINING
ENVIRONMENT
MOTIVATION
82
Effective Presentation Skills
DESIGN MEDIA WHEN?
LETTER Email • Need fast
(1-5 pp.) Fax • Need fast, but need
Paper mail graphics
• Need more flash
VOICE Voice mail • Need fast, auditory
response In person • Clear needs, strong
relationship,
auditory
PROPOSAL Paper • Formal relationship
(10-20 pp.) - color • Large $s
- graphics
83
What Makes People Remember?
Grass, Paper, Cat, Knife, Love, Bird, Tree,
Desk, Truth, Table, Fork, Pen, Stream,
Wisdom, Stream, Flower, Zulu, Radio, Ruler,
Blue, Sheep, Meaning, Field, Pencil, Carbon
84
Improving Memory
PRIMACY = Remember more at the BEGINNING of a session
Remember more at the END of a session = RECENCY
Other reasons:
• Different ( ex.: Zulu)
• Visual
• Emotion
• Organization
• Context
85
Improving Memory
• Many Breaks
• Sleep
• Attention Getter
86
WIIFM
GOOD NOT SO GOOD
• Tells 3 - 5 people about it • Tells 8 - 10 people about it
• Can charge more • Costs 5 - 6 times more to
• Can be more profitable attract new customers
• Invaluable • Expensive
• Proactive • Reactive
“The Rule of 10”
87
Why Do Customers Stop
Being Customers?
• 1% Die
100%
• 3% Move Away
• 5% Seek alternatives
• 9% Go to the competition
• 14% Dissatisfied with product/service
• 68% Upset with the treatment they receive
Beyond Customer Service, 1992.
88
Strategic Business Acumen
1. Definitions of Strategic Business Acumen
2. Systems Thinking
3. Scenario Planning
4. Group Techniques for Consensus
5. Journaling
“If you can dream it, you can do it.” – Walt Disney
89
Strategic Business Acumen
ALIGNMENT:
• Demonstrate ability to ethically build
Strategic Business Acumen support for a perspective about which you
feel strongly.
• Holistic view - think in terms of the entire
system and the effects and
consequences of actions and decisions.
• Operate with an awareness of
marketplace competition and general
landscape of related business arenas.
• General business acumen - functions of
strategic planning, finance, marketing,
manufacturing, R&D, etc.
90
What is Systems Thinking?
“WHY CAN’T WE SELL MORE?”
• ―A system is a perceived whole
whose elements ‗hang
delay
Sales together‘ because they
People
S
S continually affect each other
variable over time and operate toward
Portion of
Revenue Spent
Bookings
links a common purpose.‖
on Sales -The Fifth Discipline Fieldbook
S
S
Revenue • Focus on cause and effect, not
S=same
symptoms, not quick fixes
• Study of systems is over 40
Delay = a passage of time that provokes years old
flawed perceptions of cause and effect
“There’s no sense being exact about something if you don’t even know what you’re talking about.”
– John Von Neumann
91
What is Systems Thinking (continued)
Sales O
Sales Force
S Force Size S Productivity Perceived
S Capacity S
Lead Time
Portion of Bookings
Revenue
S
Spent on Sales O
S S
Revenue Lead Orders for
S S Additional
Backlog Time
Capacity
The Rich Get Richer You Can’t Always Get Build It And They
What You Want Will Come
92
Scenario Planning
Using history and guesses to anticipate multiple futures
FOR THOSE BORN BEFORE 1945
We were born before television, before
penicillin, before polio shots, frozen foods,
Xerox, plastic, the contact lens, Frisbees, and
the PILL. We were around before radar, credit
cards, split atoms, laser beams, and ball-point
pens. Before pantyhose, dishwashers, clothes
dryers, electric blankets, air conditioners, drip-
dry clothes, and before we walked on the moon.
93
What is Scenario Planning?
BENEFITS
• Creates shared vision
• Lessens Group Think
• Reveals Mental Models
• Lessens ―denial‖
• Diffuses emotions
• Accelerates reaction
• Clarifies estimates
The Learning is in the Dialogue
94
Creating The Story
REVENUE REVENUE
CHOOSE STAFF STAFF
2 REVENUE
STAFF
REVENUE
STAFF
VALUES
95
Group Techniques for Consensus
Group Creativity & Group Think
Brainstorming
Delphi Technique
Nominal Group Technique
96
Group Creativity and Group Think
GROUP CREATIVITY
When compared to individuals,
groups make accurate decisions.
However...
GROUP THINK
An individual may feel social
pressure to conform to a popular
solution that he or she would not
have chosen individually.
“None of us is as smart as all of us.” – Satchel Paige
97
Brainstorming
Blue Sky
GENERATE
DON’T
Isolated EVALUATE Positive
Wild
98
Brainstorming (continued)
SET THE STAGE:
We will be spending ____ minutes brainstorming ideas about
our new system. There will be absolutely no interruptions during
this session. The purpose of this meeting is to discuss things
that the system can do for us, with the emphasis on quantity
not quality. Therefore, please be prepared to suggest several
ideas and to refrain from offering any criticism of the ideas of
others. Advance preparation is unnecessary. If you have any
questions, please contact me.
• Moderator: first ideas, one crazy
• Record ideas visually
99
The Delphi Technique
• Keep membership anonymous
• Keep specific communications anonymous
• Allow only written communications
MEMBERS
PROBLEM TAKE A NUMERIC RESULTS
STATED POSITION SUMMARY FEEDBACK
Individual Group Group
Creativity Creativity Think
100
The Nominal Group Technique
• Membership is NOT anonymous
• Participation controlled by procedures
• Everyone must participate verbally
EACH EACH IDEAS
PROBLEM STATES STATES RANKED TOP
STATED IDEA IN DISCUSSION RANKED
SECRETLY
TURN IN TURN IDEAS
Individual Group Group
Creativity Creativity Think
101
Project Leadership
1. Definitions of Project Leadership
2. What is Project Leadership?
3. DEFINE the Project
4. PLAN the Project
5. MANAGE the Project
6. REVIEW the Project
7. Journaling
“Now that we‟re organized, what do we do?” – Unknown
102
Project Leadership
ALIGNMENT: Project Leadership
• Set, communicate and monitor milestones and objectives
• Gain and maintain buy in from sponsors and customers
• Prioritize and allocate resources
• Manage multiple, potentially conflicting priorities across various/diverse
disciplines
• Maintain an effective, interactive and productive team culture
• Manage budget and project progress
• Manage risk versus reward and ROI equations
• Balance established standards with need for exceptions in decision-making
• Make timely decisions in alignment with customer and business pace
103
What is Project Leadership?
A PROJECT:
• has a beginning and end
• meets pre-established goals for cost,
schedule and quality
PROJECT LEADERSHIP is different from other
leadership because …
• it focuses on a finite project
• it uses part-time resources
104
What is Project Leadership? (continued)
PROJECT LEADER
Plans, Organizes and
Controls the Project
PROJECT TEAM
MEMBERS
Perform project activities
and produce project
deliverables
105
Steps to Great Projects
STAR DEFINE PLAN MANAGE REVIEW EN
T D
1. Establish project 1. Finalize 1. Control work 1. Turn over
scope objectives in progress deliverables
2. Set initial 2. Create 2. Provide 2. Hold Project
objectives schedule feedback Review
3. List risks/ 3. Assign 3. Negotiate for 3. Release resources
constraints resources resources
4. Document
4. Evaluate 4. Create 4. Resolve successes and
alternatives budget differences failures
5. Choose a course
of action
Dare to Properly Manage Resources!
106
DEFINE: Write the Project Definition
PROJECT DEFINITION
• Scope
• Objectives
(goals, specifications)
• Risk
• Constraints
• Alternatives
• Course of Action
107
Establish Project Scope
student
request completions PERSONNEL
STUDENT
SYSTEM
confirmation
schedule REGISTER
STUDENTS
roster
INSTRUCTOR
completions
108
Document Risk and Constraints
OVERALL PROJECT RISK
AVERAGE
SIZE - How ―big‖ is this system or how long will
it take relative to others you have done?
RISK =
Rated 1 (small) – 10 (large)
STRUCTURE
How stable are the requirements?
MANAGEMENT Rated 1 (fixed) – 10 (undefined)
TECHNOLOGY
How understood is the technology?
Rated 1 (old) – 10 (new)
109
Document Risk and Constraints (continued)
#1 #2 #3
CONSTRAINTS
TIME
COST
QUALITY
110
MANAGE: ACTION COST SCHEDULE
What to Do if
1. Renegotiate: Discuss with your client the prospect of
increasing the budget for the project or extending x x
the deadline for completion.
You‟re Behind
2. Recover During Later Steps: If you begin to fall
behind in early steps of a project, re-examine
budgets and schedules for later steps. Perhaps x x
you can save on later steps so the overall budget
and/or schedule is met.
3. Narrow Project Scope: Perhaps nonessential
elements of the project can be eliminated, thereby x x
(or it‟s your behind…)
reducing costs and/or saving time.
4. Deploy More Resources: You may need to put
more people or machines on the project to meet a
critical schedule. Increased costs must be x
weighed against the importance of the deadline.
5. Accept Substitution: When something is not
available or is more expensive than budgeted,
substituting a comparable item may solve your x x
problem.
6. Seek Alternative Sources: When a supplier can’t
x
deliver within budget or schedule, look for others
who can. (You may choose to accept a substitute x
rather than seek other sources.)
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What to Do If You‟re Behind (continued)
ACTION COST SCHEDULE
7. Accept Partial Delivery: Sometimes a
supplier can deliver a partial order to
X
keep your project on schedule and
complete the delivery later.
8. Offer Incentives: Go beyond the scope
of the original contract and offer a X
bonus or other incentive for on-time
delivery.
9. Demand Compliance: Sometimes
demanding that people do what they
agreed to do gets the desired results. X X
You may have to appeal to higher
management for backing and
support.
112
Beginning the Journey
“Now that we‟re organized, what do we do?” – Unknown
113
Top 3 Goals / Actions
STRENGTH 1 1. Schedule the „three verbs / 1 noun‟ meeting by 3/1.
Description: 2. Hold the „three verbs / 1 noun‟ meeting.
Clarity of personal values, purpose and vision 3. Assign the customer e-zine summary to staff member by 4/1.
Known Successes:
Clarity of purpose, strong sense of values Measurement for Top 3 Actions of Progress:
Sample
Statement of purpose (consensus)
Leveraging Opportunities:
E-zine out by Friday every week.
With staff: Review the purpose of our team at
the start of each weekly status meeting. Ask a
Planning
different person each week to share a way they Intentions:
modeled this purpose the week preceding.
1. The purpose of my team is clear and shared.
With customers: Communicate the purpose of 2. My team‟s customers are clear about our purpose and
the group to each key customer. Create a support it.
(all worksheets) weekly mini e-zine with the notes from the status
3. My boss is clear about our team purpose and supports it.
meeting, sharing the weekly story above.
With bosses: Talk to supervisor about purpose, Keepers of the Gate:
and how it fits into the overall purpose of the
organization. Customers with negative history who don‟t believe we have a
purpose.
With vendors: Boss who keeps expanding our purpose (scope of
responsibility).
With process:
Staff who continue to perform work for the customers which is
List of Actions: outside the purpose of our team.
Use the “three verbs / 1 noun” exercise to come up with a Allies:
team statement of purpose.
Key customers who want to know how we can help.
Have weekly status meetings with purpose (see above)
Share purpose with the customer. Staff who want to know how they will be measured.
External coach – supporting transformation
114
OPPORTUNITY 1
Top 3 Goals / Actions
Description: 1. Create an individual change profile for each team
Manages transition with employees - guiding and member and review it with them by 4/1.
supporting the change process 2. Ask for secret ballot (Post-It) voting on change
feelings at the start of each status meeting (effective
Known Successes: next meeting)
Survived last chaotic process with regular „venting‟
Sample
3. Share my change profile with the team to model the
meetings. behavior I expect from them.
Leveraging Opportunities: Measurement for Top 3 Actions of Progress:
Individual profiles completed (phase 1) and reviewed
Planning
With staff: Need to create a unique strategy for each (phase 2)
of the team members. Put some thought together Change process (secret ballot) implemented by next
about what they individually need to go through meeting.
change.
Intentions:
(continued) With customers: 1. I appreciate the differences in each of my staff.
2. I successfully monitor and coach the change
With bosses: tolerance and adaptation of each staff member
through a unique profile.
With vendors:
Keepers of the Gate:
With process: Would like to create some sort of Staff will be uncomfortable sharing their fears with
consensus process to give my staff a safe way to me.
express to me resistance, and to help them Some staff fear assessments.
understand their own resistance better so they can
communicate it more effectively to me. Allies:
One staff member is more in tune with her emotional
List of Actions: intelligence. Do her profile first!
Build an individual change profile for each of my team Trials:
members (use assessment?) Expect staff to avoid turning in assessment,
Ask each team member to email change status (1 scheduling review session and avoiding status
thru 5 (high)) before weekly meeting. meetings.
115