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
8/23/2023
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
03
HOW Following Some Basic Rules 04
05
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
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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
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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
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PICKING YOUR BATTLES
3
PICKING YOUR BATTLES
4
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
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
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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
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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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Practical Models for Leading Change Workshop CSBS Learning & Development
What’s Happening Here?
Your Change Experiences 1. Think of a story (for example, a critical incident) that you experienced related to organizational change. The story can be an example of either a successful or unsuccessful change effort. It can be something that is work or non-work related. 2. Think about: • How and why was the change introduced and by whom? • How was it received? • Were there any barriers? • How were these barriers overcome? • What happened? • Was it successful? Why?
Our Work Environment Today Is…
How We Got Here
• Banking and financial services • Technology more broadly • Consumer preferences • National and global demographics • National and global economies • Communication and media Multiple innovations and changes in:
As Leaders…
Our jobs are largely about change. We are entrusted with ensuring that our organizations change as to respond to threats, opportunities, or shifts in the environment. Our work is often about helping people see the need for change and to buy into new ways of doing things. We must proactively identify the people, processes, systems and technologies that may be impacted by change. We must endeavor to understand and address change resistance when we encounter it.
Kotter’s Eight-Step Model for Leading Change
Remove Obstacles and Empower People to Act Determine the time, knowledge, resources, and discretion people will need to implement the change, and then take steps to make sure these factors are addressed, communicated, and implemented.
Paint a Compelling Picture
Communicate the Change Widely
Achieve and Celebrate Quick Wins
Get the Right People Onboard
Make Changes Stick
Light a Fire
Keep it Moving
Determine how you will communicate the urgency for change in a way that touches people’s emotions – how will you help people feel the need for change?
Look for ways to institutionalize the new approach. In the process, strive to integrate the new values and patterns into everyone’s work habits. If possible, tie successful practice to awards and/or incentives.
Build on the credibility of early accomplishments and keep the change process moving forward. Openly confront and change any remaining issues, structures, or systems that are getting in the way.
Identify short term accomplishments that people can recognize and celebrate. Then, communicate and celebrate! Also, identify other means of keeping enthusiasm for the change high.
Identify all impacted by the change, determine the exact messages each audience needs to hear, determine the vehicles that will be used to communicate, as well as who will
Create a picture that helps people understand why the organization is undertaking the effort and how the change will help it to achieve its long term goals.
Identify who has a shared commitment to the need for and possibility of change. Include people with enough power to make sure the change happens, as well as people who can help make the change more acceptable to others.
deliver the messages.
DEFINE THE CHANGE
THREE-STEP MODEL FOR SCOPING CHANGE
What needs to happen? Why does it need to happen? When does it need to happen? How long will the change process be? What new resources will be needed? IDENTIFY THE IMPACT Who will be affected by the change? What process and/or policies will be impacted? Are there tools or technologies that will be involved in the change?
CHECK THE RESISTANCE PULSE
Is my team/agency ready for the change - will they see the value in it? Are those who will fear the change? Are there those who will see the need for change, but who will consider the response wrong? Are there those who will simply think the change is not needed?
The Keys to Helping People Change Scientific studies show that people have a hard time changing, even when they are told not changing will lead them to an early grave. These leadership practices can help individuals and groups change:
Provide a positive emotional attractor Make sure people have a support system Use repetition Involve people early Apply after-action reviews
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