Five Day Facilitated Course
LEADING IN 21ST CENTURY
Leadership is the total effect you have on the people and events around you. This total effect is your influence. Effective management is being consciously responsible for your organizational influence. The way you use your influence affects the way your people use their potential. You cannot control people into being innovative, productive and creative-you use you influence and skill to create an environment in which they are willing to do well what you want them to do.
Individuals who demonstrate exceptional leadership abilities areas of competencies PERFORM: Purpose, Empowerment, Relationships and Communication, Optimal Performance, Recognition, Motivation and Morale.
This program is designed to enable enhance your competencies, and allow you to bring out the best in your people, maximize your influence and improve your skills. The tools techniques and formats provided in this class will also contribute to your over all satisfaction, build relationships with others, and enhance your success supervising diverse individuals in a changing environment.
This program will
· Bring out the best in everyone's performance
· Examine personal styles of behavior in the workplace and the styles of others;
· Determine how these styles affect the quality of leadership;
· Explore the origin of visioning and its relationship to values;
· Explore diversity in terms of personality;
· Help new and experienced managers improve their skills
· Help not only the manager, but everyone affected by the manager
· Develop qualities of effective authority, supervision, influence and discipline
· Provide "SEVEN COMPETENCIES " to develop and enhance managerial skills and techniques in a creative way
P: Purpose -Vision in Action
E- Empowerment- Validate, Partner.
R- Relationships and Communication- Dialogue, Clear Motives/Intentions
O- Optimal Performance- Consensus, Constructive Disagreement
R- Recognition-Genuine, Specific Valuing
M- Motivation and Morale - Visibility, Engage, Access, Involve
1. Supervisory Responsibilities
Leading in the 21st Century
Developing Subordinate And Team Performance
Inspiring a Shared Vision -Putting it into Action
2. Partnering for Performance:
Values in Action
Motivating A Diverse Work force
Coaching and Counseling
3. Interpersonal Relations
Effective Decision Making
Innovative Problem Solving
4. Performance Management
Conduct and Discipline
· Supervisory Survey
· Participants gather confidential "360-degree" feedback from colleagues.
· Participants interview a leader of their choice
· Participants complete the Personality Inventory
PARTNERING FOR PERFORMANCE I
INSPIRING A SHARED VISION -PUTTING IT INTO ACTION
Organizations with vision, mission, values and goals that are deeply shared throughout the organization bind people together around a common identity and a sense of purpose. To develop into a great organization your vision keeps everyone on track - people know where they are going, how they contribute and the importance of their participation.
Yet, though your vision may be the best strategy and what everybody wants, if the people responsible for integrating the strategic goals don’t buy-in, you’re in trouble! You need to cultivate their commitment. Implementing your vision requires understanding and action at many levels throughout the organization. All must understand, share in, and contribute to the vision or that vision will not become a reality.
The key is partnership. It creates an environment, which fosters innovation, productivity, and creativity while minimizing conflict, misunderstandings, and resulting chaos. The way you partner with your people will affect the way they take initiative. It will determine whether or not your people choose to be responsible, and not just reactive.
The tangible tools, techniques, and system -based formats provided in this class will build rewarding relationships with others by charting out mutual expectations based on a shared vision.
· Understand what is essential to take a vision into action
· Understand the importance of partnering with your people in this process
· Identify your mission and your organizations mission
· Six steps to take a vision into action
· Develop a successful plan of action to implement the goals
· Accomplish more of what is important
· Know the satisfaction of working on what counts
· Identify where you are now, to make goal setting more meaningful
· Determine what you want and what you need to motivate you and others
· Specify steps to make goal achieving less burdensome
COURSE CONTENT-VISION IN ACTION
· The Crisis-The Importance Of A Vision
· The Why's And Wherefore’s
· Why Create A Vision? Beliefs Create Reality
· Requirement For An Effective Vision
· Examples Of A Powerful Visions
· Developing A Vision, Strategic Plan, Tactical Plan, and Budget Allocations
· The Visioning Process- the Eight Essentials
· Visioning Guidelines- The Six Principles for Success
· Planning Guide
· The Process
· Identifying A Central Purpose
Developing Broad Goals To Achieve The Mission
Identifying Core Values
Getting Buy-in From Stakeholders
Developing Strategic Initiatives
Assigning Specific Projects And Activities
· Build A Partnership That Works Together To Meet Deadlines, Cope With
· The Six Steps To Creating Partnership
Negotiation And Collaboration
Review Of Support And Achievement
Re-Assessment And Redirection
· Making It Work- Action Planning
Develop Action Plans
Overcome Obstacles That Get In The Way
Cultivate Support /Resources To Reach Your Objectives
Monitor Results And Achievements
PARTNERING FOR PERFORMANCE II
MOTIVATING A DIVERSE WORKFORCE
Developing an appreciation for each person's uniqueness and strategies to bring out the best performance in each individual is essential to good leadership. Diversity in the workforce means there are differences in personality that you have to learn to manage successfully. The tangible tools, techniques, and formats provided in this class would help build relationships with others, and encourage and engage individuals in a changing environment.
GEREATIONS AT WORK
Veterans, Boomers, Xers, Nexters
CHOCOLATE - TRADITIONAL
Traditional workers are comfortable with rules, policies, and procedures. You believe that without such guidelines, social breakdown would result.
VANILLA - PARTICIPATORY
Social ties and interpersonal commitment are your preferred form of control. The participatory employee says, "I will do this. Will you do that? Promise? Promise."
STRAWBERRY - INDEPENDANTS
Control is a negative word for independents and you see it as restricted freedom. You believe control should come from what the individual thinks is right
MOTIVATING A DIVERSE WORKFORCE helps you as a manager to improve your communication and interpersonal relationships. It helps you to bring out the best in others:
• Identify your personality and communication style and how it affects your relations with others
• Discover the powerful tool for unlocking a closed mind
• Learn how to use motivational approaches that work
• Ensure good human relationships with associates
• Motivate diverse personalities, generations
• Recognize people’s individuality and use it to develop trust and respect
• Utilize styles of human relations to influence the quality of work and the quality of work life
Coaching And Counseling
Twenty years ago, leadership meant power. Today, the key to supervising is coaching and counseling. The way a manager uses these techniques directly affects the way their people perform. But, their individual developmental level also affects the way people perform. The challenge of coaching/counseling is assessing the level of initiative and responsibility in each person, in light of the task and their motivation and ability. Not an easy task, but a profitable one!
This program will:
· Bring out the best in everyone's performance
· Help new and experienced managers improve their skills
· Help not only the manager, but everyone affected by the manager
· Develop qualities of effective authority, supervision, influence and discipline
· Develop the ability to determine when to be directive, supportive, to counsel, to coach
· Diagnose accurately if it is a motivation or ability issue
· Creating a positive climate to encourage problem resolution
· Dealing with MOTIVATION PROBLEMS
· Dealing with ABILITY PROBLEMS
Learning to delegate is an acquired skill. Why? Most managers have achieved their successes because they are motivated, action-oriented people. Managers tend to have a can-do attitude about their jobs and their lives, and while these are admirable qualities a manager cannot do it all! As a great manager, you have to learn to empower the people around you. It is the best way for you not only to get top performance from others, but also get maximum results from yourself. The benefits are worth it - you accomplish much more, top-line goals for your organization are set collectively but responsibility for how best to achieve them is delegated to the individuals involved. Employees who take responsibility, not only improve their skills, but are more motivated.
· Learn why, what, and how to delegate,
· Delegate more than you want to, earlier than you need to.
· Determine whether what you are delegating is strategy, process, project, task or activity
· Chose the right person or people to carry out your requirements
· Assess the capabilities, attitudes and skills of your staff and play to their strengths
· Learn not delegate just to get rid of the nasty bits of your own job, but to motivate and develop others
· Avoid creating indispensable and unpromotable people
· Identify and overcome the four main reasons why managers don't delegate more often
· Practice the six developmental steps managers must go through to delegate effectively
It is clear that teams are not a new managerial fad. . According to Lawler’s 1995 study of USA’ s Fortune 1000 from ’87 to’93, self - managing work teams are used in 68% of the corporations and are applied to a growing percentage of the workforce. And teams have grown considerably since then. But it is also in disputable that the use and application of the true potential of teams is still unknown for many organizations. This workshop you help your work group learn what it takes to implement a teamwork system and learn the best practices so your effort to create a collaborative environment is successful.
· Assessing your workgroup’s effectiveness
· Understand what the basics principles of teamwork are
· Create a checklist to determine why type of team types fits your organizational structure
· Lean the many types of teams and know when each style is appropriate,
· Learn what a high performing team looks like and what it takes to develop one
· Turn a work group into a highly motivated hardworking team with shared values
· Develop a flexible planning process to assure a productive work atmosphere and ability to complete projects
· Make the team more productive and effective by applying team decision making skills
· Learn techniques to solve conflicts among team members
· Deal successfully with difficult issues in a way the builds trust and encourages collaboration
· Learn a fail-safe method to resolve problems and strengthens the say the team works together
· Problems and what to do if they dump it on you
· Develop a systematic way work thought the stages of team development
· Understand what it takes not only to keep the team on task but how to motivate the individual team members and bring out the best in people
QUALITY IS A TEAM SPORT: CHANGING THE CULTURE AND VALUES
Establishing the Basic Principles of Teamwork -Today's rapidly changing work environment forces teams to constantly face new situations that require quick and decisive action. How successfully a team can react depends largely on the values that guide its members. The basic principles of a team are a set of shared values that help members work together more effectively as they face organizational changes and challenges.
· The Difference Between A Team And A Work Group
· The Benefits Of Team Playing: Opportunities Vs Dangers
· Shared Values That Help Team Members Work Together
· Overcoming The Barriers To Team Building And Playing- How To Take Risks, Learn From Mistakes, Share Information, And Deal With Constant Change.
CHARACTERISTICS OF A HIGH PERFORMING TEAM
Identifying the Aspects That High Performing Teams Are Made Of; The Traits That They Possess That Other Teams Do Not
· Evaluating Your Team Against the Characteristics of A High Performance Team - P. E. R. F.O. R. M.
· Strategies to Improve Your Team's: P: Purpose, E: Empowerment, R: Relationships and Communication, F: Flexibility, O: Optimal Performance R: Recognition and Appreciation, M: Morale
ACHIEVEING THE TEAM PURPOSE- ACCOMPLISHINGTHE TEAM’S MISSION AND GOALS
Tools And Techniques For Keeping A Team On Course As Its Members Work Together To Accomplish The Team's Mission And Goals Is The Responsibility Of All Members, Not Just The Team Leader.
· Setting Achievable Objectives, Tracking Progress, Recognizing Milestones
· Outlining Norms Of Working Together
· Techniques To Work Through The Stages Of Group Development
· Tools To Balance The Team's Workload
· Active Listening Skills
· Skills to Encourage Member Contribution, Maximize Individual Participation, Enhance Motivation and Assure Commitment
· Handle Group Dynamics to Positively Affect the Outcome
· Encouraging Participation, Cutting Off Discussions Tactfully
· Developing Strategies and Methods for Improvement
EMPOWERING INDIVIDUALS TO TAKE AN ACTIVE PART IN DECISION MAKING
Individual Team Members Need To Take An Active Role In Making Decisions. They need to learn to take a win-win approach in defining the team's best course of action. They have to have a clear method to reach the decision(s) that utilizes the talents of al team members.
· Understanding How Teams Make Decisions
· Determining The Four Types Of Decision Makers On Your Team
· Darwin, Einstein Socrates And Ford Thinking Styles Inventory
WORKING THROUGH TEAM PROBLEMS
Raising Difficult Issues with Your Team -Knowing how to handle situations that slow down the team's ability to accomplish a task, or possibly prevent a team from meeting its mission and goals is essential to team success. Some of the issues are difficult to raise, especially those that result from another team member's action, but they still must be addressed sensitively and honestly so the team can move forward. To raise these difficult issues in a way that builds trust and strengthens the ability to work together as a team, a team needs to:
· Understand How Personalities Affect Working Together
· Understand How to Value Diversity -Foster Cooperation, Respect, Trust And Tolerance
· Understand How to Bring Out The Best In Team Performance With Chocolate (Traditional), Vanilla (Participative), Strawberry (Individualistic) Team Players
· Understand The Four Steps To Raising A Difficult Issues With A Team Member
· Understand Why People Do What They Do
· Inventory Present Skills And Approaches To Resolving Team Problems
· Recognize Different Approaches For Working With Conflict
· Understand The Advantages And Disadvantages Of Each Approach
· Select The Most Effective Conflict-Handling Mode
· Determine The Best Strategy To Produce The Most Desirable Outcome
· How To Implement The Strategy
· Dealing With Difficult Team Players
UNDERSTANDING HOW PEOPLE WORK TOGETHER IN A GROUP-DEVELOPING AND CARRYING OUT TEAM PLANS
For a team to successfully complete projects and meet their mission and goals, they need to have a sound, flexible planning process in place to ensure tasks are smoothly and efficiently coordinated.
· Planning Effectively - Establishing An Agenda, Preparing And Informing Others
· Determining What The Team Needs At Each Stage Of Group Development To Be Able To Complete Projects
· ORIENTATION: Analyzing, Planning and Follow-through
· DISSATISFACTION: Analyzing, Planning and Follow-through
· RESOLUTION: Analyzing, Planning and Follow-through
· PRODUCTION: Analyzing, Planning and Follow-through
· How To Anticipate Obstacles And Seek Alternatives For Handling Contingencies at Each Stage
· Group Stage Development Instrument
Effective Communication for Supervisors
This type of dialogue does not happen automatically. At work we find a variety of different worlds, which creates a world of differences when we communicate, so we need to understand the world were entering as well as how to assess the differences and adjust our styles. A supervisor has to communicate effectively across cultures, and treat others equitably; otherwise differences in culture, gender, style, or personality can result in communication breakdowns.
In this program, you'll learn strategies to speak effectively, elicit responses, overcome listening blocks, and deal knowledgeably with differences.
· Talk so that people will listen
· Overcome barriers to understanding what's being said
· Get on the same wavelength and find a common language
· Create a positive environment in which others feel that they are heard
· Talk with people not at them
· Be direct and specific with request while building rapport, mutual respect
· Elicit input from others, make it safe for them to respond
· Communicate in a way to get people to listen by respecting and utilizing differences to create tolerance and openness
· Improve dialogue skills-learn to acknowledge, validate and stop interrupting
· Identify and eliminate listening blocks so that you can focus and pay full attention
· Identify your personal communication style and that of others in order to communicate across cultures
· Use inquiry to get complete information and understanding
· Use paraphrasing to confirm your understanding and eliminate costly unintended meanings
THE POWER OF DIALOGUE
· Definition of communication-the importance active listening and giving and receiving feedback
· Dialogue -how to make it easy for others to know what you think and make it safe for them to respond
· The barriers to effective communication in supervision
· Exercise: Effective Communication -Self Inventory ©
· Identifying personal strengths and areas for improvement
WHAT MAKES PEOPLE LISTEN?
· Why people don't listen
· Three essential keys to insure people listen to you
· The role self talk and inner speech play in listening
HOW DO STYLE DIFFERENCES PLAY A PART ?
· The role of personality in the communication process Self Inventory
· Strategies for dealing with different personalities: Traditional, Participatory, Independent -The Chocolate, Vanilla Or Strawberry Approach ©
EFFECTIVE EXPRESSION- HOW DO YOU TALK WITH NOT AT PEOPLE?
· Elements of effective expression
· Strategies to improve rapport, trust and openness
· Being straight, specific and non- threatening
· Sending whole messages, not contaminated messages
ACTIVE LISTENING - HOW DO YOU ELICIT INPUT AND MAKE IT SAFE FOR PEOPLE TO RESPOND
· Elements of effective listening: creating a positive climate, trying to understand, confirming you’re understanding - paraphrasing and feedback
· Overcoming listening barriers and negative inner speech
· Identify and eliminate listen blocks
· The I.C.A.R.E. Technique ©
UUNDERSTANDING DIFFERENCES- HOW DO YOU COMMUNICATE ACROSS CULTURES?
· Recognize that all communication is cross-cultural communication
· How tell the difference between the low-context, high-context cultures
· How to deal with conflict resulting from differences in meaning, pacing, volume, gestures, space and touch. When supervising how to decide when to show or not show emotions, decide how far to get involved, when and how to acknowledge achievement, exercise control Case Study
· How to respect diversity of gender, age, race, region, country
· How to use the W. H. A. T. Technique© to get into their world successfully
HOW DO YOU GIVE AND RECEIVE FEEDBACK CONSTRUCTIVELY
· Why is feedback important?
· How to use feedback to guide and develop others
· Getting from No to Yes
· How to use your feedback to influenced the use of their potential
· What makes feedback constructive? - The four steps to enhance your effectiveness and minimize disruptive reactions
· Describing behaviors you want to reinforce or redirect
· Identifying situations in which you observed these behaviors
· Describing impacts and consequences
· Identifying alternative behaviors and actions
· How to use the I.C.A.R.E. Technique © Video Getting from No to Yes
MAKING communication WORK FOR YOU
· Diagnosing your most important developmental area
· Action planning for improvement Application Exercise
Effective Decision Management
Effective decision-making is one of the most important skills you can develop. It is a way to enhance your productivity, your effectiveness, stretch your abilities, while meeting the impossible demands of a managerial workload. In today's changing environment with reduced staffing, reduced budgets, and increasing responsibilities, effective decision making is an indispensable to your survival. Using these decision management principles, you can virtually add hours to your workday- you work smarter, not harder, accomplish more, increase output, decrease pressure and fatigue, and maintain control of your time, your work and your employees
· Balance competing conflicting commitments
· Accomplish more in less time
· Increase control over their work, staff and career
· Handle routine delegating details efficiently
· Have more time for priority activities
· Overcome work anxiety, pressure and fatigue
· Learn productivity habits that immediately improve output
· Develop working relationships to increase everyone's productivity
· Gain more satisfaction from work
Innovative Problem Solving
Success as a supervisor in the 21st Century means you continue to develop mentally, to rekindle our creativity, to be innovative and open-minded. Yet new ideas are not always easily accepted they demand change, challenge our understanding of complex issues, disrupt the status quo, create uncertainty, mean more work to do, and even make us question our prior success. Why the resistance? We deny we need to change as we assume the future is a mere extension of the past, that ideas that brought us to our present success today will take us into tomorrow.
So we learn to be open to innovation, overcome resistance and generate new ideas and evaluate in light of the change we anticipate.
In this hand on workshop you will learn what your thinking style is, how it can help you and where it can blind you. You will determine your mental blocks, and ways to overcome them. Recognize why you rely on the known, learn when to rebel against it. Practice challenging your assumptions and breaking out of outdated thinking patterns. Discover new options, see unlikely connections and unlock your mind for innovation. You will find out how to use imagination, intuition, humor, and playfulness to break out of limiting patterns of thinking, and to look for new possibilities, challenges and opportunities.
This course has been designed to get you out of your BOX- your limiting patterns of thinking - to discover new possibilities, innovative solutions, novel opportunities and manifest the truly unexpected by transcending what has been done before!
· Develop Important Thinking Habits Which You Can Use In All Situations To Be More Creative
· Assess Your Thinking/ Innovation Style
· Get Past Assumptions And Limiting Thinking Boxes
· Identify And Overcome Roadblocks To Innovation
· Obtain Thirty Keys To Help Open The Most Common Mental Blocks
· Learn Eight Approaches To Generate New Ideas And Produce Innovative Solutions
· Jump-Start Creative Collaboration
· Integrate The Expertise Of Individuals Who Do Not Understand One Another Or Think The Same
· Quickly Learn To Work Together. Manage Differences Into Innovation
· Practice Mental Calisthenics-
· Harness The Energy Released By Combining Different Thinking Styles And Propel Creativity And Innovation
· Use Impractical Ideas As Stepping Stones To Creative Ideas
· Learn How To Playing The Fool Can Lead To Innovation
· Understand When Breaking The Rules Can Be An Avenue To Invention
· Identify Places Where You Can Hunt For Ideas
· Generate Ideas and Evaluate Their Appropriateness
· Make Implementation The Easiest Part Of The Process
· Find The Problem with Your Idea Before It Finds You
· Identify The Real Consequences and Avoid Wasting Time, Money And Energy On Curing The Symptoms
What Is Innovation? The Bringing Into Being Something Which Did Not Exist Before, Either As A Product, A Process Or A Thought.
· What's The Competitive Imperative?
· How To Recognize Possibilities
· What's The Process? Generation, Evaluation, Implementation
Dangers & Opportunities
WHY?: New ideas are resisted- they demand change, challenge our understanding of complex issues, disrupt the status quo, create uncertainty, mean more work to do, and even make us question our prior success. Sometimes we deny the need to change as we assume the future is a mere extension of the past, that ideas that brought us to our present success today will take us into tomorrow.
· How To Understand Opportunities In Innovation
· How To Identify Dangers
· How To Deal With Resistance
Innovation And The Way You Think, The Way You Don’t Think
Why? Thinking styles are the different ways you perceive and understand data, make decisions, solve problems and relate to people. These preferences can work to your advantage or disadvantage when meeting the challenge to innovate. Knowing the way you think and don’t think is the first step in seeing, accepting and understanding new ideas!
· How To Identify And Understand Your Thinking Style
· How To Understand the Best About Darwin, Einstein, Socrates, Or Ford?
· How To Maximize Your Style's Potential And Minimize Its Limitations
· How To Overcome Roadblocks Due To Habitual Thinking
Enhancing Innovation, Creative Collaboration With A Diverse Thinking Team
Why? No matter how brilliant the group of individuals, their contributions to innovate problem solving are enhanced by coming up against totally different perspectives. Diversity brings results: 9 out of 10 times there is a better decision. If a particular thinking style dominates, it seriously limits opportunities and creative approaches.
· How To Use Diverse Thinking Teams To Innovate Solutions
· How To Jump-start Creative Collaboration
· How To Innovate And Solve Problems In Different Ways.
· How To Overcome Dominant Thinking Styles
Mental Calisthenics: Building A Better Brain: Practice
Why? Innovation is a crucial survival skill for society, especially during times of rapid change; and that the skill to innovate resides in people. These linear and intuitive techniques help people manifest the truly unexpected by transcending what has been done before.
· How To Use Your Brain's Capacity To Grow And To Change
· Developing Linear and Intuitive Tactics- Mastering Tools
· Jumping The Track, Vacate, Novel, Drain Your Brain, Lateral Thinking, Mind Excursions, Great Thinkers
· Cultivate Curiosity, Find Opportunities In Obstacles, Use Nature’s Lessons, Turn Inspiration Into Useful Action, Lead a Novel Life, Do Things Differently
INNOVATION APPLICATION EXERCISE
Why? Today's complex issues demand integrating the expertise of individuals who do not think the same, and the pace of change demands that they quickly learn to work together.
The innovation exercises here harnesses the energy released by combining different thinking styles and propels creativity and innovation
· How to Apply What We Have Mastered to A Real Life Situation
· Problem Describing
• How To Define Problems Effectively
• How To Learn As Much As You Can In The Shortest Possible Time
• How To Develop Fact-Finding Skills
• How To Obtain The Keys To Help Open The Most Common Mental Locks
· Researching The Cause
• How To Make The First Assessment Successfully
• How To Learn Strategies For Identifying The Source, Cause, And Affect Of Your Frustrations
• How To Formulate And Test Validity Of Possible Assumptions
· Option Finding
• How To Generate Alternatives And Solutions
• How To Practice Blockbusting Techniques
· Being Decisive - Choosing A Solution
• How To Evaluate Ideas
• How To Select Appropriate Solutions
· Leading To Action
• How To Develop Strategies To Resolve Problems
• How To Implement Results
• How To Develop An Action Plan
• How To Overcome Obstacles
· Evaluate And M Monitor Results
• How To Find Problems Before They Find You
• How To Anticipate Potential Problems
Performance Management and Appraisal
· How to set goals you and your people can reach
· Learn effective and ineffective ways of goal setting, praising and reprimanding
· Understand how personality plays a part-how to bring out peak performance in everyone
· Determine how to diagnose the performance problem
· Learn what to do when you make a mistake with one your people
· Techniques of "catching people doing something right"
· How to praise so your people know you're sincere
· Specific words that minimize people's defensiveness when you criticize them
· Rewards and awards-how to make them work
· Develop appraisals systems that work for you and the employee
· Cultivate support and resources to ensure your people succeed
· Monitor results and achievements
· Practice appraisal feedback interviews
Conduct and Discipline
Your success in guiding and developing others is directly related to your ability to assess conduct, give feedback to, and discipline your employees. Once most people understand what is required at work, they can usually be counted on to do thier jobs effectively. Preventative discipline heightens employee awareness of organizational policies and rules. Knowledge of disciplinary procedures prevents violations, and the disciplinary system itself can help modify the behavior of the marginal and unproductive employee. When a manager focuses on fact-finding and guidance to encourage desirable behavior, the sequence of progressive discipline can help impress upon the offender the seriousness of the problem while giving them the opportunity to correct their behavior.
• Learn THE FEEDBACK PROCESS- the four steps to enhance your effectiveness and minimize disruptive reactions
• Learn ways to specifically describe behaviors you want to reinforce or redirect
• Identify situations in which you observed these behaviors
• Describe impacts and consequences
• Identify alternative behaviors and actions
• Use positive feedback to reinforce
• Use negative feedback to redirect
• Minimize misunderstandings
• Avoid problems describing the behavior -- attacking, judging, rambling, hitting and running, dumping, missing the point, flaming
• Practicing positive feedback - reinforcing ability problems
• Practicing negative feedback - redirecting motivation problems
From Conflict to Collaboration
In today's constantly changing business environment, confronting situations with cool-headed confidence and poise is an essential skill. How you handle emotionally charged situations makes a powerful difference in your leadership style and the influence you have on others. So if you every feel frustrated that others will not listen to your side of the issue, feel intimidated by your anger-or someone else's feel like forcing the issue, or avoiding the conflict all together, or find yourself taking it personally or taking it home with you - it doesn't have to be that way. You can maintain your composure and emotional control and use your influence constructively in any situation.
This program will provide tools and techniques to deal with the inevitable conflicts of interest. The goals are to explore your ethical decision making process, your preferred methods for resolving conflicts, to understand the ensuing advantages and disadvantages, and to see how they relate to your work experience.
Upon completion of this program, you will have the tools to know how to effectively deal with conflict will benefit both you and your organization. Specific strategies will help you to work positively with others, face conflict more confidently, deal with resistance, as well help you handle frustrating situations while defusing anger in yourself and others.
• Zero in on the real causes of ethical dilemmas and conflict of interest
• Determine if, and when to deal with conflicts of interest
• Negotiate conflicts with subordinates, co- workers, the boss, and the public
• Communicate in a way that encourages openness, cooperation and agreement
• Increase your ability to problem solve collaboratively
• Learn a problem solving approach to ethical situations
Why people do what they do
• We are all difficult at times, but difficult people do it all the time
• Why people are difficult-their priorities, their motivations
• Learn how not to take their behavior personally
UNDERSTANDING YOUR POSITION
• Inventory situations that foster difficult interactions
• Clarify your relationship
• Identify your invisible agreements
• Determine if you are contributing to the difficulty
• Understand "your style" of dealing with situations and people
IDENTIFYING DIFFICULT EMPLOYEE
• Understand different personality types
• Sort out events and problems
• Analyze motivational problems
• Determine ability problems
• Overcoming your own tendency to react, to ram, or to run
SIZING UP ANY SITUATION
• Sorting out events and problems
• Separating the truly difficult situations from
IS - Impossible Situations
BB - Behavior Blindness
NIC - Negative Interactions Cycles
M&A - Motivation and Ability Problems
STRATEGIES TO BRING OUT THE BEST IN INTERACTIONS
Six Steps to Success
1. Assess the Situation
2. Stop Wishing They Were Different
3. Get Some Distance -See the Behavior Patterns as Prototypes Different
4. Select a Coping Strategy
5. Implement Your Plan
6. Monitor Your Progress
KEEP COOL UNDER FIRE-
• Keep your own emotions in check even in the face of attack, criticism, anger and blame.
• Handle hostility and accusations with finesse one-to-one or in a group
Ethics: Fire in a Dark World
Accepting the role of manager means a person also accepts responsibility for being the organization's agent, the representative of an organization's core values to their employees. They also represent the needs, interests and well being of those employees to the organization. The ethical challenge is for the manager to balance the organization's core values his/her personal values and the values of the people being supervised, in such a way as to optimize ethical congruence and minimize ethical conflict. Being ethically effective in this role is critical. Most managers are concerned about doing what is right. Honesty, integrity, promise keeping, fidelity, fairness, caring for others, respect for others, responsible citizenship, pursuit of excellence and accountability are accepted values, but their execution is not always easy -even though management's desire is to create an organization that operates consistently and predictably in accordance with such stated and endorsed values.
But the benefits are worth the challenges: good ethics equals good business. In terms of quality, customer services employee relations, vendor relations, regulatory relations and public perception, the benefits of ethical re undeniable. There is also ample evidence that many counter‑productive employee behaviors are a direct response to employee perceptions of u Fairness or a lack of integrity within the organization. When employees perceive ethical conflict ‑ disagreement between their personal values and the values overtly stated or implied by an organization's actions ‑ they often feel a need to defend them from anticipated retaliation and/or to punish the organization for how they have been treated. Trust leads to loyalty. And ethical dealings with employees and customers lead to trust. This trust can help deter low commitment to organizational goals and objectives, poor performance and/or morale, lack of involvement in programmed improvement initiatives and employee indifference to the needs of the organization.
All organizations have an ethical foundation, whether or not it is clearly verbalized. This ethic is evidenced in organizational practices, for which the organization is ultimately responsible. These practices may aggressively favor one constituency, or may seek to balance the legitimate requirements of all constituencies. Think for a moment about the following questions and record your thoughts in your journal:
· What is rewarded most by your organization? Does this line up with stated values?
· How do your organization's core values influence major practices in your organization?
· How are the organization's values recognized and rewarded?
· Why Ethics?
· Ethics as Choice
· Ethical Decision Making‑ Examining the impact of a decision, by looking at individualistic, altruistic, pragmatic and idealistic consequences, how to find the balance most appropriate to you and make your decisions
· Facing the Ethical Dilemmas
· Everybody Else Does It
· Fairness Equals Sameness
· The Exemplary Employee
· Ethical Managing, Day by Day
· Ensuring that employees have the information they need to be effective
· What is expected or required them to survive and to be successful
· Sharing "how they are doing" at this point in time (tasks and ethics). Congruence
· The Self‑Test a.k.a. The Butterfly Test
· The Authority Test a.k.a. What Would Mamma Say?
· The Public Scrutiny Test a.k.a. What Would the Neighbors Think?
· Why Good People Do Bad Things
· What Influences Bad Choices or Unethical Behavior?
· Eight Rationalizations for Ethical Compromise
1. I have to cut corners to meet my goals.
2. I lack the time /resources to do what is right.
3. My peers expect me to act this way.
4. My superiors want results, not excuses.
5. I don't think it is really wrong or illegal.
6. Others would think that it is a good choice.
7. No one will ever know the difference.
8. I am afraid to do what I know is right.
· Lessons from the Business Community
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