SIMposium 2014 Leading Through Adversity Kit Welchlin Leading Through Adversity Kit Welchlin .

SIMposium 2014SIMposium 2014

Leading Through Adversity

Kit Welchlin

www.welchlin.com

Leading Through Adversity

Kit Welchlin

www.welchlin.com

The Communication ModelThe Communication Model

Message

Self OtherParty

Feedback

People who lack strong relationships have two to three times the risk of early death,

regardless of whether they smoke,

drink alcoholic beverages,

or exercise regularly.

People who lack strong relationships have two to three times the risk of early death,

regardless of whether they smoke,

drink alcoholic beverages,

or exercise regularly.

The Five Laws of CommunicationThe Five Laws of Communication

Law #1: Communication is a ProcessConsistently:

Appear Warm & FriendlyExpress Intentions and MotivesDemonstrate TrustworthinessBe an Information SourceDevelop Relevant ExpertiseProject Dynamism

Law #1: Communication is a ProcessConsistently:

Appear Warm & FriendlyExpress Intentions and MotivesDemonstrate TrustworthinessBe an Information SourceDevelop Relevant ExpertiseProject Dynamism


Law #2: Communication is Complex6 Perceptions:

Who I think I amWho I believe you think I amAnd really who you think I amWho you think you areWho you believe I think you areAnd really who I think you are

Law #2: Communication is Complex6 Perceptions:

Who I think I amWho I believe you think I amAnd really who you think I amWho you think you areWho you believe I think you areAnd really who I think you are

It may take people as little as 100 milliseconds to form an impression of another person – to decide whether he or she is attractive, trustworthy, competent and likable.

That’s less time than it takes to form a rational thought.

It may take people as little as 100 milliseconds to form an impression of another person – to decide whether he or she is attractive, trustworthy, competent and likable.

That’s less time than it takes to form a rational thought.


Law #3: Messages Not Meanings are CommunicatedAccuracy / Simplicity / CoherenceLanguage Intensity / Appropriateness

Statement PurposeExplanation PictureExamples PlanRestatement Part they Play

Law #3: Messages Not Meanings are CommunicatedAccuracy / Simplicity / CoherenceLanguage Intensity / Appropriateness

Statement PurposeExplanation PictureExamples PlanRestatement Part they Play


Law #4: One Cannot Not CommunicateNo matter what you say or don’t say

It’s also what you say and how you say it

STABLE

Law #4: One Cannot Not CommunicateNo matter what you say or don’t say

It’s also what you say and how you say it

STABLE


Law #5: Two Elements:Content & Relationship

Tailor the content to fit relationship

What’s important to them?

Law #5: Two Elements:Content & Relationship

Tailor the content to fit relationship

What’s important to them?

The Situational LeaderThe Situational Leader

Leadership - any attempt to influence the behavior of another individual or

group

Management - working with and through others to accomplish organizational

goals

Leadership - any attempt to influence the behavior of another individual or

group

Management - working with and through others to accomplish organizational

goals


Three Skills to Long-Term Effectiveness

Understanding

Predicting

Directing - Changing - Controlling

Three Skills to Long-Term Effectiveness

Understanding

Predicting

Directing - Changing - Controlling


Leadership Style

Autocratic (Task Behavior)

Democratic (Relationship Behavior)

Leadership Style

Autocratic (Task Behavior)

Democratic (Relationship Behavior)


Leadership Styles

1. High Task and Low Relationship2. High Task and High Relationship3. High Relationship and Low Task4. Low Relationship and Low Task

Leadership Styles

1. High Task and Low Relationship2. High Task and High Relationship3. High Relationship and Low Task4. Low Relationship and Low Task

What HappensWhen a Person’s Intent is not Met?

What HappensWhen a Person’s Intent is not Met?

Get “It” Done - Controlling

Get “It” Right - Perfectionistic

Get Along - Approval Seeking

Get Appreciation - Attention Getting

Get “It” Done - Controlling

Get “It” Right - Perfectionistic

Get Along - Approval Seeking

Get Appreciation - Attention Getting

What Could You SaySo They Know:

What Could You SaySo They Know:

You’re Going to Get It Done

You’re Going to Get It Right

You’re Getting Along

You Appreciate Them

You’re Going to Get It Done

You’re Going to Get It Right

You’re Getting Along

You Appreciate Them

Four Competencies of an Effective ManagerFour Competencies of an Effective Manager

Conceptual Skills

Human Skills

Technical Skills

Political Skills

Conceptual Skills

Human Skills

Technical Skills

Political Skills

Fourteen Characteristics of Effective ListeningFourteen Characteristics of Effective Listening

1. Be Motivated

2. Make Eye contact

3. Show Interest

4. Avoid Distracting Actions

5. Demonstrate Empathy

6. Take in the Whole picture

7. Ask Questions

1. Be Motivated

2. Make Eye contact

3. Show Interest

4. Avoid Distracting Actions

5. Demonstrate Empathy

6. Take in the Whole picture

7. Ask Questions

Fourteen Characteristics of Effective ListeningFourteen Characteristics of Effective Listening

8. Paraphrase

9. Don’t Interrupt

10.Interpret/Integrate what is being said

11.Don’t Overreact

12.Confront your Biases

13.Make smooth Transitions

14.Be Natural

8. Paraphrase

9. Don’t Interrupt

10.Interpret/Integrate what is being said

11.Don’t Overreact

12.Confront your Biases

13.Make smooth Transitions

14.Be Natural

Five Rules of Setting Effective GoalsFive Rules of Setting Effective Goals

Specific

Measurable

Action-oriented

Realistic

Timely

Specific

Measurable

Action-oriented

Realistic

Timely

Set Goals that Get Results Set Goals that Get Results

1. Specify the general Objectives or Tasks

2. Specify how performance will be Measured

3. Specify the Standard or Target

4. Specify the Time Span

5. Prioritize goals

6. Rate Goals: Difficulty and Importance

7. Determine Coordination Requirements

1. Specify the general Objectives or Tasks

2. Specify how performance will be Measured

3. Specify the Standard or Target

4. Specify the Time Span

5. Prioritize goals

6. Rate Goals: Difficulty and Importance

7. Determine Coordination Requirements

Provide FeedbackProvide Feedback

1. Focus on Specific Behavior

2. Keep It Impersonal

3. Keep it Goal-Oriented

4. Make It Well-Timed

5. Ensure Understanding

6. Make Sure the Behavior is Controllable

7. Tailor the Feedback to Fit the Person

1. Focus on Specific Behavior

2. Keep It Impersonal

3. Keep it Goal-Oriented

4. Make It Well-Timed

5. Ensure Understanding

6. Make Sure the Behavior is Controllable

7. Tailor the Feedback to Fit the Person

Six Skills of an Effective DelegatorSix Skills of an Effective Delegator

1. Clarify the assignment

2. Specify range of Authority

3. Allow coworker to Participate

4. Inform Others that delegation occurred

5. Establish feedback Controls

6. When problems: insist on Recommendations

1. Clarify the assignment

2. Specify range of Authority

3. Allow coworker to Participate

4. Inform Others that delegation occurred

5. Establish feedback Controls

6. When problems: insist on Recommendations

PersuasionPersuasion

1. Attention

2. Need or Problem

3. Satisfaction or Solution

4. Visualize: neg. consequences / pos. benefits

5. Call to action

1. Attention

2. Need or Problem

3. Satisfaction or Solution

4. Visualize: neg. consequences / pos. benefits

5. Call to action

General Guidelines to PolitickingGeneral Guidelines to Politicking

1. Frame arguments in the Organization’s Goals

2. Develop the right Image

3. Gain control of organizational Resources

4. Make yourself appear Indispensable

5. Be Visible

6. Get Mentors

7. Develop Allies

8. Avoid “Tainted” employees

9. Support your Boss

1. Frame arguments in the Organization’s Goals

2. Develop the right Image

3. Gain control of organizational Resources

4. Make yourself appear Indispensable

5. Be Visible

6. Get Mentors

7. Develop Allies

8. Avoid “Tainted” employees

9. Support your Boss

Twelve Tips on Running Effective MeetingsTwelve Tips on Running Effective Meetings

1. Prepare Agenda

2. Distribute in Advance

3. Consult with participants

4. Get them to Read

5. Establish specific Time parameters

6. Maintain Focused discussion

7. Encourage Problem-Solving

8. Encourage participation of All members

9. Encourage the Clash of ideas

10. Exhibit Listening skills

11. Proper Closure

1. Prepare Agenda

2. Distribute in Advance

3. Consult with participants

4. Get them to Read

5. Establish specific Time parameters

6. Maintain Focused discussion

7. Encourage Problem-Solving

8. Encourage participation of All members

9. Encourage the Clash of ideas

10. Exhibit Listening skills

11. Proper Closure

Conflict Resolution and Negotiation SkillsConflict Resolution and Negotiation Skills

1. Warm and Cooperative tone of voice

2. Give the Reason first

3. Don’t Bargain over Positions

4. Focus on Interests not positions

5. Separate People from the Problem

6. Invent Options for mutual gain

7. Use Objective criteria

1. Warm and Cooperative tone of voice

2. Give the Reason first

3. Don’t Bargain over Positions

4. Focus on Interests not positions

5. Separate People from the Problem

6. Invent Options for mutual gain

7. Use Objective criteria

In one minuteIn one minuteI can change my attitudeI can change my attitude

and in that minuteand in that minutechange my entire day.change my entire day.

If I was an actor,If I was an actor,I would get paid to play a role.I would get paid to play a role.

At work I get paid to play a role.At work I get paid to play a role.

In one minuteIn one minuteI can change my attitudeI can change my attitude

and in that minuteand in that minutechange my entire day.change my entire day.

If I was an actor,If I was an actor,I would get paid to play a role.I would get paid to play a role.

At work I get paid to play a role.At work I get paid to play a role.

SIMposium 2014 Leading Through Adversity Kit Welchlin Leading Through Adversity Kit Welchlin .

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Transcript of SIMposium 2014 Leading Through Adversity Kit Welchlin Leading Through Adversity Kit Welchlin .