LEAD - August 2023

Leadership Effectiveness & Development (LEAD)

A ugust 21-24 , 2023

@ www.csbs.org � @csbsnews

CONFERENCE OF STATE BANK SUPERVISORS 1 300 I Street NW / Suite 700 / Washington, DC 200 05 / (202) 296-2840

Leadership Effectiveness and Development (LEAD) San Diego, CA August 21-24, 2023

ATTENDEES California Department of Financial Protection and Innovation Aguilera, Laura

laura.aguilera@dfpi.ca.gov juan.barragan@dfpi.ca.gov t'pre.griffin@dfpi.ca.gov timothy.levernier@dfpi.ca.gov kevin.lin@dfpi.ca.gov phuong.miller@dfpi.ca.gov anthony.molina@dfpi.ca.gov delmy.navarrete@dfpi.ca.gov daisy.perez@dfpi.ca.gov marylou.quinn@dfpi.ca.gov neil.rajan@dfpi.ca.gov camtu.tran@dfpi.ca.gov marisol.vazquez@dfpi.ca.gov jason.velasco@dfpi.ca.gov

Barragan, Juan Griffin, T'Pre

Levernier, Timothy

Lin, Kevin

Miller, Phuong Molina, Anthony Navarrete, Delmy

Perez, Daisy

Quinn, MaryLou

Rajan, Neil Tran, Camtu

Vazquez, Marisol Velasco, Jason

Vo, Ann

ann.vo@dfpi.ca.gov sophia.vue@dfpi.ca.gov ying.wei@dfpi.ca.gov min.xie@dfpi.ca.gov mei.zhou@dfpi.ca.gov

Vue, Sophia Wei, Ying Xie, Min Zhou, Mei

Indiana Department of Financial Institutions Gala, Jay

jgala1@dfi.in.gov mkeen@dfi.in.gov tshearer@dfi.in.gov

Keen, Mark Shearer, Tyler

Michigan Department of Insurance and Financial Services Boomer, Richard

boomerr@michigan.gov nagya4@michigan.gov schmittj5@michigan.gov

Nagy, Adam Schmitt, Josh

Missouri Division of Finance Baker, Adam

adam.baker@dof.mo.gov

Ohio Division of Financial Institutions Kibler, Kayla South Dakota Division of Banking Heckenlaible, Jordan

kayla.kibler@com.ohio.gov

jordan.heckenlaible@state.sd.us matthew.svendsen@state.sd.us

Svendsen, Matthew

SPEAKERS Arizona Department of Insurance and Financial Institutions Macias, Gabriela

gabriela.macias@difi.az.gov

Business Training Works Tanzilo, Phillip

ptanzilo@businesstrainingworks.com

Georgia Department of Banking and Finance Sneed, Melissa

msneed@dbf.state.ga.us

Henley Leadership Group Olson, Derek

derek@henleyleadership.com

JB Training Solutions Gray, Stephanie

sgray@jbtrainingsolutions.com

CSBS STAFF Brace, Amber Hoyle, Katie Plitt, Bridget Swans, Cheryl

abrace@csbs.org khoyle@csbs.org bplitt@csbs.org cswans@csbs.org

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Styles Assessment Link CSBS

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IT’S A JUNGLE OUT THERE UNDERSTANDING AND LEVERAGING COMMUNICATION STYLES AT WORK

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GETTING STARTED

Play Norms • Keep open mind • Be punctual • Contribute • Manage technology • Use Parking Lot • Encourage others • Have fun

Introduction • Share your name, role, and top objective today. • Timekeeper?

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OBJECTIVES • Explain where style work comes from. • Articulate the value of having people with style differences on a team. • Outline style differences and similarities. • Recognize behaviors associated with each style. • Adapt communication to work better with people of different styles.

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ACTIVITY Awakening our brain.

Individual THEN Team

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BRAIN TEASER RIDDLE 1 : SARAH’S FATHER HAS THREE DAUGHTERS: SNAP, CRACKLE, AND ______. Reference Only Not for Training Use Copyrighted Materials

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BRAIN TEASER Riddle 2: What room do ghosts avoid?

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BRAIN TEASER Riddle 3:

You reside in a one-story home, made entirely of pine wood. What color would the stairs be? Reference Only Not for Training Use Copyrighted Materials

This Photo by Unknown Author is licensed under CC BY-SA-NC

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BRAIN TEASER Team Riddle

What are the first three letters to fill in the blanks and complete this sequence of letters? _ _ _ SSFFTTO

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HOWCAN UNDERSTANDING PEOPLE STYLES HELP YOU AT WORK AND HOME? Reference Only Not for Training Use Copyrighted Materials

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OUR GOAL

This course will help you better understand yourself and others. It will also help you learn how to adapt, shift, and stretch for better communication.

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SESSION PLAN

It Takes All Kinds: Leveraging Style Preferences

Nothing New: The History of Styles

The Jungle Explained: Lions, Peacocks, Doves, and Turtles

Clues and Cues: Style Spotting

Bend and Stretch: Flexing Skills Reference Only Not for Training Use Copyrighted Materials

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THE COMMUNICATION JUNGLE NAVIGATING PEOPLE’S BEHAVIORAL PREFERENCES

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THERE ARE FOUR CORE PEOPLE STYLES Reference Only Not for Training Use Copyrighted Materials

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THE CONCEPT IS NOTHING NEW

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HIPPOCRATES (460-370 BC) Reference Only Not for Training Use Copyrighted Materials

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WILLIAMMARSTON

LAWYER AND A PSYCHOLOGIST

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DISC (1928) Emotions of Normal People

Dominance (D)

Inducement (I)

Compliance (C)

Submission (S)

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THERE ARE A LOT OF VARIATIONS

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OUR MODEL USES ANIMALS

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OVER THE COURSE OF YOUR LIFE, HOWMANY STYLES ASSESSMENTS HAVE YOU TAKEN?

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STYLES CANONLY HELP YOU SOMUCH WHEN IT COMES TO DYSFUNCTIONAL OR INAPPROPRIATE BEHAVIOR

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EFFECTIVE COMMUNICATION IS ESSENTIAL FOR TRUST.

93%OF OUR COMMUNICATION IS NON-VERBAL...

This Photo by Unknown Author is licensed under CC BY-ND

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IT’S NOT WHAT YOU SAY, IT’S HOW YOU SAY IT Reference Only Not for Training Use Copyrighted Materials

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UNDERSTANDING STYLE REACTIONS • People appear to be highly opinionated and railroad over others. • People lack consistent follow through getting easily distracted. • People are afraid to say how they feel so hold back their comments. • People are slow to react taking their time to respond.

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SUPPORTS EMPATHETIC LISTENING Reference Only Not for Training Use Copyrighted Materials

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SKETCH ACTIVITY OBJECTIVE:

OBSERVE UNIQUE APPROACHES.

INSTRUCTIONS: • SELECT A LEADER TO PROVIDE INSTRUCTIONS. • FOLLOW THE INSTRUCTIONS GIVEN TO DRAW THE ASSIGNED IMAGE. • ASK QUESTIONS TO GAIN UNDERSTANDING

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SESSION PLAN

It Takes All Kinds: Leveraging Style Preferences

Nothing New: The History of Styles

The Jungle Explained: Lions, Peacocks, Doves, and Turtles

Clues and Cues: Style Spotting

Bend and Stretch: Flexing Skills Reference Only Not for Training Use Copyrighted Materials

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KEYS TO UNDERSTANDIN G “WE SEE THE WORLD NOT AS IT IS, BUT AS WE ARE.” ---Stephen Covey

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PERCEPTION TEST What do you see?

ARTIST: Octavio Ocampo Reference Only Not for Training Use Copyrighted Materials

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FOUR TYPES

We are a combination of all styles. How can you strategize your approach with each style?

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PICK THREE

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PEOPLE STYLES CAN WORK FOR YOU OR AGAINST YOU

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HOWCOULD THESE BEHAVIORS WORK FOR OR AGAINST SOMEONE?

Efficient, Decisive, Pragmatic, Independent, Candid STYLE ONE

Cooperative, Supportive, Diplomatic, Patient, Loyal STYLE THREE

Persuasive, Enthusiastic, Outgoing, Spontaneous, Fun-loving STYLE TWO Reference Only Not for Training Use Copyrighted Materials Logical, Systematic, Thorough, Prudent, Serious STYLE FOUR

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OBSERVATION AND PERCEPTION

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SESSION PLAN

It Takes All Kinds: Leveraging Style Preferences

Nothing New: The History of Styles

The Jungle Explained: Lions, Peacocks, Doves, and Turtles

Clues and Cues: Style Spotting

Bend and Stretch: Flexing Skills Reference Only Not for Training Use Copyrighted Materials

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MICROWAVE PROCESSING CROCKPOT PROCESSING

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TASK ORIENTED RELATIONSHIP ORIENTED

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THE FOUR STYLES

Task Oriented

People Oriented

• Social • Often charismatic and acutely aware of personal image and the politics of decisions • Quick to make random decisions • Not always linear and often bored by details • Can dominate conversations • Sensing • Cautious • Does not want to rock the boat • Slow to make decisions • Often resists change • Concerned about how people’s feelings are affected by decisions

• Direct • Quick to make decisions • Moves quickly once decisions are made • Thinks more about the big picture than the details • Can dominate conversations • Conscientious • Slow to make decisions • Wants evidence and proof • Likes to research and understand problems • Systematic process to decide • Emphasizes getting it right

Faster Pace Slower Pace

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WHAT CAN ANNOY OR STRESS EACH STYLE? Reference Only Not for Training Use Copyrighted Materials

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LIONS Asks “WHAT” Questions Thinks Linearly and in Big Steps

Wants Control and Results

Stressors Details, Failure, Too Much Talking Without Action, Wasting Time

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PEACOCKS Asks “WHO” Questions Thinks Nonlinearly and in Big Steps

Wants to Look Good

Stressors Disapproval, Social Isolation or Rejection, Loss of Influence, Negativity, Deadlines, Delays, Details Reference Only Not for Training Use Copyrighted Materials

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DOVES Asks “How” Questions Looks for Pattern and Repetition

Wants Harmony and Steadiness

Stressors Uncertainty, Sudden Change, Aggressiveness, Lack of Planning, Crisis, Isolation

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TURTLES Asks “WHY” Questions Thinks Linearly and in Small Steps

Wants Accuracy and Logic

Stressors Incomplete Information, Low Standards, Lack of Logic, Bad Research, Forced Fun, Criticism Reference Only Not for Training Use Copyrighted Materials

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SESSION PLAN

It Takes All Kinds: Leveraging Style Preferences

Nothing New: The History of Styles

The Jungle Explained: Lions, Peacocks, Doves, and Turtles

Clues and Cues: Style Spotting

Bend and Stretch: Flexing Skills

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HOWCAN YOU RECOGNIZE EACH STYLE? WHAT DO YOU SEE? WHAT DO YOU HEAR?

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NONVERBAL CUES

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SPOTTING LIONS Deliberate Gestures Fast Moving Forward Leaning

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SPOTTING PEACOCKS Animated Lots of Gesturing Strong Facial Expressions

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SPOTTING DOVES Slower Moving Pleasant Facial Expressions

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SPOTTING TURTLES Slower Moving Controlled Gestures Few Facial Expressions

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LISTENING TO EACH STYLE Reference Only Not for Training Use Copyrighted Materials

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THE LION SAYS… Just do it! Let’s get this thing done. Hurry up! Are we going to stand here or do this thing? You need to…. You’ve got two minutes. This was already decided. Why are you going backward?

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THE PEACOCK SAYS… We could do this, or we could do that, there are a lot of possibilities! I’m tired of the same-old-same-old. Let’s try something new. I know someone who can help us with that. Let me connect you with ….

I know him/her! I’ve got an idea. Reference Only Not for Training Use Copyrighted Materials

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THE DOVE SAYS… Let’s not rock the boat. How is everyone going to feel about that? I think things are fine as is. (I’m going to smile, nod, and do what I want to do when they leave.) (That group is aggressive. I just want to get through this.)

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THE TURTLE SAYS… Do we have all the information? Did you double check? We need to proofread this at least twice before it goes out. What evidence do you have?

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THE FOUR STYLES

Task Oriented

People Oriented

• Social • Often charismatic and acutely aware of personal image and the politics of decisions • Quick to make random decisions • Not always linear and often bored by details • Can dominate conversations • Sensing • Cautious • Does not want to rock the boat • Slow to make decisions • Often resists change • Concerned about how people’s feelings are affected by decisions

• Direct • Quick to make decisions • Moves quickly once decisions are made • Thinks more about the big picture than the details • Can dominate conversations • Conscientious • Slow to make decisions • Wants evidence and proof • Likes to research and understand problems • Systematic process to decide • Emphasizes getting it right

Faster Pace Slower Pace

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GET THE POINT Identify the styles of your colleagues. • LION • PEACOCK

• DOVE • TURTLE

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THE FOUR STYLES

Task Oriented

People Oriented

• Social • Often charismatic and acutely aware of personal image and the politics of decisions • Quick to make random decisions • Not always linear and often bored by details • Can dominate conversations • Sensing • Cautious • Does not want to rock the boat • Slow to make decisions • Often resists change • Concerned about how people’s feelings are affected by decisions

• Direct • Quick to make decisions • Moves quickly once decisions are made • Thinks more about the big picture than the details • Can dominate conversations • Conscientious • Slow to make decisions • Wants evidence and proof • Likes to research and understand problems • Systematic process to decide • Emphasizes getting it right

Faster Pace Slower Pace

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WHAT ARE THE ADVANTAGES OF MIXED-STYLE TEAMS? Reference Only Not for Training Use Copyrighted Materials

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WHEN A STYLE TAKES OVER A CULTURE

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LION-DOMINANT CULTURE Rewards: Directness, Speed, Results

Criticizes: Analysis Paralysis, Hesitation, Taking Things Personally

Advantages: Opportunity to Perform, Purpose Driven, Rewards for Results Reference Only Not for Training Use Copyrighted Materials Disadvantages: Risky, Competitive, Burnout, Cat-Eat-Cat

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PEACOCK-DOMINANT CULTURE Rewards: Collaboration, Creativity, Passion, Optimism Criticizes: Analysis Paralysis, Working Alone, Too Many Rules, Rigidity Advantages: Encourages Teams, Fun, Encourages Innovation Disadvantages: Changes Direction Often, Does Not Pay Attention to the Mundane, Spotty

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DOVE-DOMINANT CULTURE Rewards: Cooperation, Loyalty, Thoughtfulness, Humility

Criticizes: Domination, Aggressiveness, Rapid Change, Disruption

Advantages: Predictable Work Environment, Good Work/Life Balance, Feeling of Security Reference Only Not for Training Use Copyrighted Materials Disadvantages: Slow to Change, Does Not Always Address Conflict, Less Innovative

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TURTLE-DOMINANT CULTURE Rewards: Accuracy, Thoroughness, Attention to Detail

Criticizes: Errors, Hype That Does Not Deliver, Decisions Made Without Facts or Evidence

Advantages: Well-Defined Goals, Objectives, and Processes, Accuracy, Reasoning

Disadvantages: Slow, Sometimes Too Cautious, Can Feel Critical

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Darth Vader

Daphne

Princess Leah

Niles

Hans Solo

Fraser

Luke Skywalker

Dad

Karen

Lucy

Jack

Ricky

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Will

Ethel

Grace

Fred

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IF YOU WERE BUILDING A TEAM, WHAT STYLES WOULD YOU WANT ON IT TO COMPLEMENT YOURS?

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SESSION PLAN

It Takes All Kinds: Leveraging Style Preferences

Nothing New: The History of Styles

The Jungle Explained: Lions, Peacocks, Doves, and Turtles

Clues and Cues: Style Spotting

Bend and Stretch: Flexing Skills Reference Only Not for Training Use Copyrighted Materials

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IT’S EASIER TO CHANGE YOU THAN TO TRY CHANGING OTHERS

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THE MORE YOU PRACTICE STRETCHING, THE EASIER IT GETS Reference Only Not for Training Use Copyrighted Materials

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STRETCH Lead with the Bottom Line Be Direct Explain Why You Are Asking Questions Focus on Results Be Concise

Present Choices Limit Chit Chat

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STRETCH Allow Time for Connecting Let Them Set the Pace Be Prepared to Change Topics Focus on Possibilities Think About How What’s Discussed Will Look to Others Don’t Get Bogged Down in the Nitty Gritty

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STRETCH Slow the Pace Don’t Interrupt Ask More Than Tell Explain How Reassure Be Consistent Follow Up

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STRETCH Have an Agenda and Follow It Be Prepared to Provide Details

Focus on Why Give Evidence

Allow for Processing Time Send Materials in Advance

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SELL THIS HOUSE Your team has recently inherited a house that once belonged to a very famous national hero. Unfortunately, the house has fallen into disrepair. Your goal is to sell the property, The house sits on 180 acres in the country. It needs about $650,000 worth of work to restore it back to its former glory. You have four prospective buyers. Interestingly, they are all related to the original owner. Each of them is a different style. Your task is to determine what benefits you would highlight to each of the prospective buyers. You may add information to the facts listed above to help make your case. Get creative!

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WHICH STYLE IS THE BIGGEST STRETCH FOR YOU?

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TALK ABOUT STYLES WHEN FORMING TEAMS

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BEST PRACTICES 1. Identify the style(s) of each team member. 2. Discuss the team’s style strengths and any deficiencies. 3. Develop a strategy to address any style imbalances.

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GIVE OTHERS WHAT THEY NEED

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CASE ONE A MIXED BUNCH You are part of a team that is mixed. You’ve noticed that the lions tend to rush the other members of the group, and the peacocks frequently get distracted by tangents and ideas that are not part of the agenda.

What can you do to improve the situation? Reference Only Not for Training Use Copyrighted Materials

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CASE TWO A DIVE TOO DEEP

Your executive team is exasperated by long slide presentations and deep dives into the details. You and your turtle partner are preparing to give a team presentation to that group.

What can you do to set the two of you up for success?

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CASE THREE WHEN DOVES CRY

You work with a team of doves, and your manager is a strong lion who frequently demands, fails to listen, and moves at the speed of light. You’re a peacock and can adjust to the lion. However, you’ve noticed the doves withdrawing. They avoid the lion, nod “yes” to anything, and have essentially withdrawn from the team. None of them is happy.

What can you do to improve the situation? Reference Only Not for Training Use Copyrighted Materials

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COMMON QUESTIONS

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CAN PREFERRED STYLES CHANGE OVER TIME? Reference Only Not for Training Use Copyrighted Materials

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CAN STRESS AFFECT STYLES?

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CAN THE TEAMMAKEUP INFLUENCE THE STYLES PEOPLE EXHIBIT? Reference Only ot for Training Use Copyrighted Materials

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IF I DON’T LIKE MY STYLE, CAN I CHANGE IT?

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HOWWILL YOU USE WHAT WE’VE DISCUSSED TODAY?

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SESSION PLAN

It Takes All Kinds: Leveraging Style Preferences

Nothing New: The History of Styles

The Jungle Explained: Lions, Peacocks, Doves, and Turtles

Clues and Cues: Style Spotting

Bend and Stretch: Flexing Skills

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OBJECTIVES • Explain where style work comes from. • Articulate the value of having people with style differences on a team. • Outline style differences and similarities. • Recognize behaviors associated with each style. • Adapt communication to work better with people of different styles.

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What will you do differently as a result of this class?

SURVEY

NEXT STEPS

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THANK YOU

PLEASE COMPLETE OUR SURVEY

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STAY CONNECTED Find me on LinkedIn. https://www.linkedin.com/in/philliptanzilo/

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OFF MY PLATE

SKILLS FOR EFFECTIVE DELEGATION

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GETTING STARTED Play Norms • Keep open mind • Be punctual • Contribute • Manage technology • Use Parking Lot • Encourage others • Have fun Introduction • Share your name, role, and top objective today. • Timekeeper?

This Photo by Unknown Author is licensed under CC BY

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OBJECTIVES

A. DESCRIBE THE VALUE OF DELEGATION. B. RECOGNIZE DELEGATION BARRIERS. C. OUTLINE EFFECTIVE DELEGATION STEPS. D. CHOOSE THE RIGHT PERSON FOR THE RIGHT TASK. E. DELEGATE THE APPROPRIATE AUTHORITY LEVEL. F. USE QUESTIONS TO GENERATE BUY-IN, COACH, AND CONFIRM UNDERSTANDING. G. MONITOR DELEGATED TASKS.

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OBJECTIVES

What is your personal objective today in this program?

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QUESTION FOR YOU What is delegation?

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DELEGATION DOES NOT REMOVE WORK – IT SIMPLY CHANGES IT

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SOMETIMES WE NEED HELP HITTING ALL OUR TARGETS Reference Only Not for Training Use Copyrighted Materials

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-DISCUSS RATE YOUR CURRENT DELEGATION SKILL LEVEL

I’m an expert

I’m a pretty good delegator. I’m hoping to pick up a few tips.

I’ve had good and bad experiences delegating.

I don’t delegate as much or as

I prefer not to delegate my work. I try to avoid it.

delegator. I could teach this class I’m sure.

well as I should.

Self Assessment

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BUILDING ACTIVITY PROJECT MANAGER  SUPERVISOR  BUILDERS Reference Only Not for Training Use Copyrighted Materials

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SESSION PLAN

WHY Understanding Benefits, Drawbacks, and Barriers 01

WHAT Identifying Tasks 02

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HOW Following Some Basic Rules 04

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WHO Choosing the Right Person

PITFALLS Avoiding Common Problems

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GROUP ACTIVITY

IN YOUR EXPERIENCE, WHAT ARE THE BENEFITS AND DRAWBACKS OF DELEGATION?

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This Photo by Unknown Author is licensed under CC BY

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BENEFITS A. Develops others B. Increases productivity C. Uses skills and talents of others D. Empowers others E. More creativity F. Increased flexibility of operation G. Prevents burnout of leaders

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DESPITE THE BENEFITS, PEOPLE DON’T ALWAYS DELEGATE WHEN THEY SHOULD Reference Only Not for Training Use Copyrighted Materials

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WHY IS THAT?

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BARRIERS A. I can do it better myself B. I can do it faster myself C. Too difficult to train or explain D. I didn’t budget the time to teach E. Too much turnover F. I don’t trust anyone else to do it correctly G. I enjoy the work and want to keep the project for myself

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SESSION PLAN

WHY Understanding Benefits, Drawbacks, and Barriers 01

WHAT Identifying Tasks 02

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HOW Following Some Basic Rules 04

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WHO Choosing the Right Person

PITFALLS Avoiding Common Problems

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WHAT NOT TO DELEGATE What should NOT be delegated? 1. The delegation process itself 2. Performance reviews 3. Guaranteed failures 4. Disciplinary actions 5. Counseling and morale problems 6. Planning and forecasting 7. Approving contracts and budgets 8. Confidential tasks nobody else should know about Reference Only Not for Training Use Copyrighted Materials

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HOW DO YOU DECIDE WHAT TO DELEGATE?

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WHAT YOU SHOULD DELEGATE 1. Tasks others can do as well or better than you 2. Tasks that will develop others 3. Routine tasks 4. Medium to low priority tasks 5. Brainstorming 6. Research 7. Attractive tasks

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NOT ALL TASKS ARE EQUAL- LEVELS Think about the tasks on your plate each day, are there any Cs, Ds, or Es?

A. You must do.

B. You should do but someone else could help.

C. You could do, but others could do if given an opportunity.

D. Others should do, but you could help out if needed.

E. Others must do.

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High Return | High Effort

High Return | Low Effort

Low Return| High Effort

Low Return | Low Effort

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A VIEWOF EFFORT AND RETURN THINK STRATEGICALLY

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URGENT

NOT URGENT Schedule time. Planning Maintenance

Do it now Crisis Immediate problem Deadline Appointment Fire fighting Prevention BOX 1 DO IT NOW BOX 3 DELEGATE IT Trivial requests Select meetings Select phone calls Support activities

Relationship building Thinking and research

EISENHOWER MATRIX Why do we often fail to prioritize?

IMPORTANT

BOX 2 SCHEDULE IT

All activities fall into one of four categories.

BOX 4 ELIMINATE IT General television watching Busywork Irrelevant mail Gossip Mindless Internet surfing Eliminate it.

Where you spend the bulk of your time directly impacts the quality of your life.

Who can do it for you?

NOT IMPORTANT

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EISENHOWER MATRIX A. Check and/or respond to text message. B. Answer the door for delivery. C. Document a customer call. D. Walk the dog. E. Submit report due today. F. Weekly meeting with manager. G. Eat lunch. H. Meet friend for coffee. I. Complete online regulatory training due in three months. J. Contact upset client. K. Resolve ‘check engine’ light issue. L. Follow up on an answer for a customer due in 15 minutes. M. Follow up on an issue you transferred yesterday for research.

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SESSION PLAN

WHY Understanding Benefits, Drawbacks, and Barriers 01

WHAT Identifying Tasks 02

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HOW Following Some Basic Rules 04

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WHO Choosing the Right Person

PITFALLS Avoiding Common Problems

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PICKING THE RIGHT PERSON GOOD DECISIONS CAN MAKE ALL THE DIFFERENCE WHAT DO YOU CONSIDER?

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CONSIDER: • DEMONSTRATED SKILL • EMPLOYEE MOTIVATION • EMPLOYEE WORKLOAD ANYTHING ELSE?

PICKING THE RIGHT PERSON

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1. Likes and Knows

2. Likes and Doesn’t Know

DOESN’T LIKE LIKES

3. Doesn’t Like and Knows Reference Only Not for Training Use Copyrighted Materials 4. Doesn’t Like and Doesn’t Know

KNOWS

DOESN’T KNOW

DELEGATIONMATRIX

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CASE STUDY Reba is heading out on a vacation next week. She handles the phones and transfers calls to people in the office. Dante is relatively new in the office. He does not have a heavy customer load yet. He wants to get his customer load up quickly so he can earn commission. You want to delegate him to be responsible for managing the switchboard next week. What should you consider? How can you delegate this to Dante effectively?

1. Likes and Knows

2. Likes and Doesn’t Know

4. Doesn’t Like and Doesn’t Know

3. Doesn’t Like and Knows

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Knows

Does Not Know

Likes Does Not Like

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Investigate and decide, but check with me

Investigate and decide, within these limits.

Do what I say.

Investigate this.

Take care of this.

Recommend.

before acting.

DEGREES OF DELEGATION LET’S LOOK AT THE CONTINUUM

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CASE STUDY

4. Investigate and decide, but check in before acting.

5. Investigate and decide, within these limits.

6. Take care of this.

2. Investigate this.

1. Do what I say.

3. Recommend.

• Brianna is new to the organization. She has experience planning large meetings for over 5000 people for large conferences. • Bernardo has been filling in performing the tasks associated with booking conferences.

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• Which delegation stage would you start Brianna at by the end of her first week of onboarding? Why?

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GOOD NEWS! NOT EVERYBODY’S SUNSHINE IS THE SAME

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WORKING HARD HARDLY WORKING

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SESSION PLAN

WHY Understanding Benefits, Drawbacks, and Barriers 01

WHAT Identifying Tasks 02

03

HOW Following Some Basic Rules 04

05

WHO Choosing the Right Person

PITFALLS Avoiding Common Problems

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WHAT YOU MUST SHARE WHEN YOU DELEGATE

Imagine your boss is delegating a project. What do you want to know? Reference Only Not for Training Use Copyrighted Materials

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AT A MINIMUM… A. What needs to be done B. The result expected (what “A” looks like) C. When it’s due D. Authority level E. The budget F. Available resources G. How it connects to the big picture H. Check-in schedule

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This Photo by Unknown Author is licensed under CC BY

Reference Only Not for Training Use Copyrighted Materials

BUILD A DELEGATIONMODEL

WHAT WOULD YOU INCLUDE IN A DELEGATION MODEL?

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EIGHT STEPS TO DELEGATION

1. Cleary communicate the assignment. 2. Provide context and relevance. 3. Confirm understanding. 4. Communicate the performance standards. 5. Grant enough authority. 6. Communicate the level of support. 7. Obtain obligation and commitment. 8. Establish rewards and recognition.

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PRACTICE ROLE PLAY You are going on a one-month cruise. You have been planning this trip for a long time and now it is time to delegate some of your workload to one of your staff members. Think about who in your department is most capable of stepping in to fill your shoes for a month. Choose at least two activities or responsibilities that are currently yours and prepare a script to help you in your delegation meeting.

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PUZZLED

This Photo by Unknown Author is licensed under CC BY-SA-NC

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SESSION PLAN

WHY Understanding Benefits, Drawbacks, and Barriers 01

WHAT Identifying Tasks 02

03

HOW Following Some Basic Rules 04

05

PITFALLS Avoiding Common Problems

WHO Choosing the Right Person

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DELEGATION PITFALLS Identify delegation pitfalls (mistakes). A. Not planning to delegate B. Not delegating soon enough C. Waiting for the perfect person D. Keeping all the good stuff for yourself E. Delegating too much F. Throwing people under the bus when the results are not quality G. Taking credit for other people’s work

This Photo by Unknown Author is licensed under CC BY-NC-ND

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CONFIRM UNDERSTANDING How can you confirm understanding?

p. 10

• Ask questions. • Encourage them to ask questions. • Probe. • Ask them to summarize their understanding. Reference Only Not for Training Use Copyrighted Materials

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MONITOR DELEGATION

Discuss methods to monitor delegation and the pros/cons of each.

p. 10

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USEFUL FEEDBACK What should you consider when delivering feedback?

p. 12

Reference Only Not for Training Use Copyrighted Materials

This Photo by Unknown Author is licensed under CC BY-ND

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SELF ASSESSMENT

Complete the Delegation Checklist. Which are you currently practicing, and which needs some work?

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 SKILLS FOR EFFECTIVE DELEGATION OFF MY PLATE

WHY Understanding Benefits, Drawbacks, and Barriers 01

WHAT Identifying Tasks 02

03

HOW Following Some Basic Rules 04

05

WHO Choosing the Right Person

PITFALLS Avoiding Common Problems

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POST TRAINING RESOURCES

30 60 90

This Photo by Unknown Author is licensed under CC BY

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NEXT STEPS

WHAT WILL YOU DO DIFFERENTLY AS A RESULT OF THIS CLASS?

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THANK YOU

PLEASE COMPLETE OUR SURVEY

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STAY CONNECTED Find me on LinkedIn. https://www.linkedin.com/in/philliptanzilo/

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TELL IT LIKE IT IS CRITICAL CONVERSATIONS WITH DIRECT REPORTS

AGENDA

PICKING YOUR BATTLES

CORRECTIVE ACTION

SETTLING DISPUTES

2

PICKING YOUR BATTLES

3

PICKING YOUR BATTLES

4

CORRECTIVE ACTION

5

CORRECTIVE ACTION

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CORRECTIVE ACTION

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CORRECTIVE ACTION

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CORRECTIVE ACTION

ROLE PLAY A CHALLENGING CONVERSATION

You are working on a major project with an enthusiastic “ideas” person who loves to think outside the box and challenge the status quo. They do offer fresh perspective, but seem to get bored easily and don’t think through practical considerations for putting thoughts into action. They also often neglect to follow up on next steps.

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CORRECTIVE ACTION

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CORRECTIVE ACTION

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CORRECTIVE ACTION

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CORRECTIVE ACTION

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CORRECTIVE ACTION

HEAR ME CLEARLY

Your direct report makes decisions without informing you. You downplayed it at first, but have pointed it out several times recently and it keeps happening. Role play a talk to different reactions.

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SETTLING DISPUTES

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SETTLING DISPUTES

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TAKEAWAYS

ALWAYS OUT OF ALIGNMENT, SO PICK YOUR BATTLES

HAVE A PLAN GOING IN AND GET OUT QUICK

SPEAK PLAINLY, DIRECTLY, AND SUPPORTIVELY

DON’T ACCEPT DENIALS OR REACT TO OUTBURSTS

IN MEDIATION, YOU DECIDE WHEN THEY CAN’T

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COACHING FUNDAMENTALS

AGENDA

WHAT IT IS

FUNDAMENTALS

Q&A

2

WHAT IT IS

DEFINITION Coaching is a proactive process that aims to improve performance through an inquiry-based, future-focused approach and dialogue.

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WHAT IT IS

4

WHAT IT IS

COACHING REMINDERS

Coaching should be part of your day-to-day actions through quick calls, video chats and text/slack when you’re working remotely.

Think about coaching from your coachee’s point of view:  Did I feel supported?  Did I feel heard?  Did I leave with a clear action plan?  Did I feel like I was able to share everything going on  Did I feel empowered to come up with my own solutions

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ACTIVE LISTENING

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ACTIVE LISTENING

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ACTIVE LISTENING

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ACTIVE LISTENING

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ACTIVE LISTENING

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ACTIVE LISTENING SUMMARY

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MANAGE THE FIXER

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MANAGE THE FIXER

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MANAGE THE FIXER

COACHING QUESTIONS

Here are some sample questions you can use to help guide your coachee in the right direction without solving the problem for them:

 What outcome would you like to see?  That’s one option. What’s another?  What have you observed that works for others?  What do you think is missing?  What do you want to have change?  What’s stopping you?

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MANAGE THE FIXER SUMMARY

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

QUESTION CHALLENGE

Write down some of your favorite open-ended questions that will help you and your coachee explore the big picture, break down issues, and find realistic solutions.

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

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STRONG QUESTIONS

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ACCOUNTABILITY

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ACCOUNTABILITY

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ACCOUNTABILITY

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ACCOUNTABILITY

BRIDGING THE GAP

What questions could you come up with in Bridging the Gap for the following scenario?

Scenario: I want to be more assertive in team meetings!

Write questions for each category below.

Where I am now:

How to bridge the gap:

Where I want to be:

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COACHING FROM AFAR

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