Post on 12-Feb-2017
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© 2016. Leadership Labs NY. All Rights Reserved
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Star%ng->Management
YehudiMeshchaninov@WeWorkFiDi,2016
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Introduc%ons
YournamePosi%on
Whatareyouhopingtolearnmoreabouttonight?
Tellusali)lebitaboutyourself
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RoleDefini%on
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Technician
A specialist or expert whose expertise runs narrow and deep
Technicians do one thing and they do it well
Examples: graphics designer, accountant, office manager, teacher, electrician,
photographer
A person whose job it is to get things done through other people
Primary functions: coordinating the actions of others, supporting, coaching, directing, orchestrating events
Examples: CEO, department leader, principal, creative director, board chair
Manager
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Be a good coach
Empower; don't
micromanage
Be interested in direct reports,
success and well-being
Don't be a sissy: Be productive and
results-oriented
Be a good communicator
and listen to your team
Help your employees with
career development
Have key technical skills so you can advise
the team
Help your employees with
career development
LeadershipSkillsPollPicktop3
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TurnAndTalkShareyourtop3andthera%onale
behindyourchoice
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GoogleProjectOxygen
1 Beagoodcoach
2 Empower;don'tmicromanage.
3Beinterestedindirectreports,successandwell-being
4Don'tbeasissy:BeproducDveandresults-oriented.
5 Beagoodcommunicatorandlistentoyourteam
6Helpyouremployeeswithcareerdevelopment
7 Haveaclearvisionandstrategyfortheteam
8Havekeytechnicalskillssoyoucanadvisetheteam
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HBRBlogNetwork
TheMust-HaveLeadershipSkill
“Youcanbethemostbrilliantinnovator,problem-solverorstrategicthinker,butifyoucan’tinspireandmo%vate,buildrela%onshipsorcommunicatepowerfully,thosetalentswillgetyounowhere...“interpersonalskills”...arethesecret
sauceintop-performingleadership.”
ByDanielGoleman|3:19PMOctober14,2011
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PollWhatpercentageoftheAmericanworkforceisengagedatwork?
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Only30%ofAmericanworkersareengagedatwork.
Millennialsaretheleastengagedgroup,at28.9%”
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CostofDisengagement
$
Adisengagedemployeecostsanorganiza%onapproximately$3,400forevery$10,000inannualsalary.
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Whichmanagementbehaviorscreateorexacerbatedisengagement?
IndividuallywritebehaviorsthatcreateorexacerbatedisengagementonsDcky
notes
Pastechartpaperonwall
IngroupssortsDckynotesonchartpaperby
howoWenthesebehaviorshappeninteams.
1 2 3
Rarely
OccasionallyOWen
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GalleryWalkLookatothergroupscharts.
Whatthemesandpacernsdoyouno%ce?Feelfreetoaddcommentsorques%onstoeachchart.
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GroupDiscussion
Whatnewlearningsorques%onswereinspiredbythegroupshare?
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Sowhydothey/wedothem??
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Thisworkshopisbasedontheassump%onthatsubconsciousframesofmind,giverisetothinking,whichgiverisetobehavior.
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http://streetgiraffe.com/reptilian-brain-mindsight/
18 AComparisonofSystem1&System2thinking
System1“Fast”
System1“Slow”
Definingcharacteris%csUnconscious
EffortlessAutomaDc
Withoutselfawarenessorcontrol
“Whatyouseeisallthereis.”
RoleAssesthesituaDons
Deliversupdate
Definingcharacteris%csDeliberate&consciousEffor_ulControlledmentalprocess
Withselfawarenessorcontrol
LogicalandskepDcal
RoleSeeksnew/missinginformaDonMakedecisions
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MentalModels
DefineOurThinking
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OurReflexesAreMoreWiredToThis.
ThanThis
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Check-In
WhatIlikeaboutthissofaris...
Myconcernsaboutthissofarare…
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Whatdoyouno%ceaboutthecandidatesbehavioranditsimpact?
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Workingwithsense-making
24 Ladderofinference
Realdataandexperience
Selecteddataandexperience
Affixedmeaning
Assump%ons
Conclusions
Beliefs
Ac%ons ItakeacDonsbasedonmybeliefs
Idrawconclusions
Iaddmeaning(Cultural&personal)
Observabledataandexperiences
Iadaptbeliefsabouttheenvironment
ImakeassumpDonsbasedonthosemeanings
IselectdatabasedonwhatIobserved
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Theeventcartoon
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Predic%onsabouttheReflexiveInterpersonalWorld
WevaluelisteningbutdecidetoprejudgeandsDcktoprejudgmentsinthefaceofnewdata
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WhenwegiveinformaDonwearetacitlyaskingotherpersonto_____?
Listen
28 Compe%%on-for-ListeningPacern
1 IniDator:GivesinformaDon,tacitlyrequesDngtheReceiverto?
Listen
2 Receiver:Doeswhat?GivesinformaDon,tacitlyreversingtherequestfor?
Listening
3 IniDator:Doeswhat?GivesinformaDon,tacitlyreversingtherequestfor
Listening
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Whenyouthink,“You’renotlisteningtome,”assumethattheotherpersonisthinkingtheverysamethingaboutyou!
You’renotlisteningtome!!
You’renotlisteningtome!!
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BreakingtheReflexiveCompe%%onforListeningPacern
1 LeadergivesinformaDon
2 OtherpartygivesinformaDon
3 LeaderListens,putsinhis/herownwordswhattheReceiverseemstobetryingtoconvey:“Youwere…”
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Reflec%veListening
Payinga)enDontothesensetheotherpersonseemstobetryingtoexpress
IndicaDnginterestthroughbody-
languageandtone
TesDngourunderstandingoutloudandpausing,sotheotherpersoncanconfirm,disconfirm,
ormodify
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ListeningExerciseAgreeordisagreewiththestatementbelow.Speakfor2-minthenrotate.
ItsimportanttofollowtheDemocra%candRepublicanprimaries.
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2GemngyourbachelorsinLiberalartsisapoorchoice.
Becurioustounderstandother’ssense-making1
2Listenbycheckingoutthesenseyouthinktheother
mightbemaking
Tips
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Whatwasyourexperienceasthespeaker?Whichlistenerbehaviorhadthemostimpact?
Whatwasyourexperienceasalistener?Whatwasmostchallenging?
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CaseStudy
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Check-In
WhatIlikeaboutthissofaris...
Myconcernsaboutthissofarare…
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Extrapola%ngOutwardsLevelsofanalysisinOB
IndividualLevel GroupLevel
Organiza%onalLevel
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h)p://www.ted.com/talks/ernesto_sirolli_want_to_help_someone_shut_up_and_listen?language=en
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Turn&Talk
Discuss:Whatgetsinthewayoforganiza%onallistening?
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AsReflexiveDecisionMakersWeOperatefromClosedAgendas
Based on our own data alone, we decide privately what the problem
is and how to solve it.
As a result, we enter interactions closed, focused on the tactics of influencing the other person to
accept our problem definition and solution.
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CostsofReflexive,ClosedDecisionMaking
DefinesProblemsSuperficially
DiscouragesLearning
RejectsNewData
CausesUnproducDveConflict
GeneratesMistrustandUndermines
Credibility
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TakeAways:Mindset
ReflexiveMind:DecidesPrivately,ThenCorrects.Reflec%veMind:LearnsWithOthers,ThenDecides.AsaLeader:BeASSERTIVELYOPENtolearnbeforedeciding,insteadofdecidingaheadofDmeandbeingASSERTIVELYCLOSEDinanefforttowin.
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44 LeadershipRedefined
Stage Leadershipques%ons
RedLeader HowcanIusemypowertodominate?
AmberLeader HowcanIusemypowertoenforcethestatusquo?
OrangeLeader Howcanwewin?
GreenLeader Howcanweempowermorepeople?
TealLeader Howcaneveryonemostpowerfullypursueapurposethattranscendsusall?
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Reflec%on
WhatassumpDonsthatyouholdaboutleadershipwereconfirmed?
WhatassumpDonsthatyouhold/heldaboutleadershipwerechallenged?
Keylearning’sIamtakingawayfrom
thisare…
WhatIwouldliketoconDnuetoexplore
is…
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YehudiMeshchaninovLeadershipLabsNY
/leadershipLabsNY@leadershipNY
www.leadershiplabsny.com
http://www.meetup.com/The-Entrepreneurial-Manager/ Meetup: