ldp leadership development - eng

... back to the Leadership Development Program

© LIW 2011

5

What are we trying to achieve?

LDP Objectives and Outcomes• Understand the importance of leadership and the essentials to become

a highly effective leaders;

• Be able to use a suite of pragmatic leadership tools in order to lead

more effectively;

• Have created a comprehensive leadership development strategy for

themselves & their organizations, and have clear objectives to

implement the strategy;

• Have a ‘baseline’ measure of their leadership competence and have

completed a second survey to illustrate their progress;

• Develop and practice their leadership coaching skills in order to

create leadership and leaders around them;

• Build a support network of other leaders within Vietnam through the

program and other activities at PACE;

• Be connected via LIW’s program alumni to network of leaders

globally.

© LIW 2012

Program Structure

Senior Leadership development program flowDAY TOPICS

1. Creating an organisationalleadership architecture

What is leadership? Developing leadership, not leaders Organisational vision - what is yours? Your role in driving it? Shared leadership and leadership responsibility Aligning the leadership mindset Creating the conditions for success Being a leadership architect

2. Understanding myself and others Looking in the mirror to understand yourself, looking around to understand others Why should anyone be led by me? Behaviour and drivers - what drives behaviour? Motivation, Perception, Values Leading others: Learned Optimism, Learned Helplessness Attributing success and failure: impact - what hinders, what helps

3. Unlocking leadership potential in others

Differences in others’ thinking preferences How do I lead someone who is the polar opposite to me? What is coaching? Why do we do it? Coaching model Buddy up: Live coaching of others for success Having the difficult conversations Creating a culture of feedback for growth and results Performance leadership

4. Building alignment & Cascading Decision making

Decision making: gut feel or objective? Who should be involved in decisions? How do you make decision? Aligned decision making model Cascading aligned leadership thinking

5. Influential leadership up, down and across

What is influence? Persuasion? Negotiation? Coercion? Who are your stakeholders? Stakeholder mapping Proactive and reactive relationship management

6. My plan to enhance Vietnam’s leadership

Practical application of OLA Final presentation and individual action plan commitment to further enhance the leadership capacity of

Vietnam Graduation ceremony

A recap

© LIW 2012

• Leadership transition - Pipeline

• Leadership mindset - 3Ws

• Conditions for Success - 3C’s

• OLA

• Decision Making -

• Understanding our self and

others - Self awareness and

• The Psychology of Leadership

• Thinking styles and preferences

- HBDI

• The role of leader as coach

Days 5 & 6

Day 5Morning• Review of your application to your

projects• Optimising your climate - stakeholder

management

Afternoon• The leader as influencer - approaches and

skills• Application to your project

Day 6Morning• Leading up, down and across - effective

stakeholder managementAfternoon• My plan to enhance Vietnam’s leadership• Graduation

Project Presentations

© LIW 2012

Days 5 & 6

© LIW 2012

Day 5Morning• Review of your application to your projects

Afternoon• The leader as influencer - approaches and

skills• Application to your project

Day 6Morning• Leading up, down and across - effective

stakeholder managementAfternoon• My plan to enhance Vietnam’s leadership• Graduation

© LIW 2011

Leading other people’s people

How it can go all wrong!

Coercion

Negotiation

The Ladder of Effect

Self-motivating Imposed complianceEducated Choice Bargained compromise

Persuasion

Influence

Low - Volunteer Recipient’s Resistance Hi - Objector

Esc

alat

ion

of C

onse

quen

ce

“The power of producing effects by invisible or insensible means”

“Astrol”

(Macquarie)

Where did it all start?

The evolution of the thinking leader

Influencing - Communication Styles

FLIGHT

PASSIVE

BIOLOGICAL

RESPONSE

AGGRESSIVE

FIGHT

SOCIAL, LEARNED

RESPONSE

ASSERTIVE

Aggressive behaviour isAggressive behaviour is:

Believing that one’s own needs, opinions, thoughts

and feelings are more important than others’, and

showing a lack of respect for the needs of others.

Aggressive behaviour ranges from interrupting

others, ‘telling’ and being very directive, to extreme

aggression, making threats and being hostile.

Aggressive

Passive behaviour is:Passive behaviour is:

Believing that one’s own needs, opinions, thoughts

and feelings are less important than others, and

deferring to the thoughts and needs of others.

Passive behaviour ranges from saying yes when we

really want to say no, through not or sharing in

team discussions to sulking and isolation.

Passive

Assertive behaviour is defined asAssertive behaviour is defined as::

Believing that one’s own needs, opinions, thoughts

and feelings are as important as anyone else’s, and

showing respect for the needs and thoughts of others.

Assertive

Verbal

Communication

Your voice tone

Rhythm

Speed

Volume

Pitch

Non -Verbal

Communication Your appearance - hairstyle, what

you wear

Your posture - upright, confident, relaxed

Your hand gestures - open,

Inviting but also controllingwhen appropriate

Your facial expression - receptive, friendly, interested

Your eye contact

Your mental state

Assertive Behaviour

Assertiveness

Self TalkSelf Talk

Mental RehearsalsMental Rehearsals

Actual RehearsalsActual Rehearsals

VisualisationVisualisation

Definites ………………………How, What or Why?

Universals…………………….Challenge with facts

Linked Statements…………..Why or How?

Beliefs, Declarations,

suppositions……………..What or Why

Cause & Effect……………….What or Why?

Predictions……………………What, Why or Facts

Incomplete Comparisons…..Compared to? Why?

Judgement…………………….Who? Why?

Incomplete requests………...Ask for Specifics

Assertive Responses

Exercise Mixed Messages

First Round

I’d like some help with this

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Second Round

I’m not able to deliver that on time

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Third Round

You don’t seem to understand me

© LIW 2012

Social Contract

• Technical

• Emotional

• Behavioural

Need

s

Influencing:Clarifying your relationships up front

Addressingthe needs of

Others How can we understand these?

Needs

Coercion

Negotiation

The Ladder of Effect

Self-motivating Imposed complianceEducated Choice Bargained compromise

Persuasion

Influence

Low - Volunteer Recipient’s Resistance Hi - Objector

Esc

alat

ion

of C

onse

quen

ce

Persuasion

Leading Other People’s People

Persuasion:

“to prevail on a person by logic, reasons,inducements to do something. To induce to believe or convince”

(Macquarie)

Our Four Different Selves

Wo

rkin

g T

oge

ther

-C

omm

un

ica

tion

Pre

fere

nce

s

CREATING PERSUASIVE MESSAGES

The reason I say this is…

The impact will be…

You will…

The benefits will be…

What this means to you is…

Statement / Recommendation

In support of this…

Others have found…

I’m not just saying so…

To illustrate…

The evidence shows…

Core Benefit And/Or Impact For The Receiver

Because you told me…

The implication is that..

This is relevant because…

You will experience/find…

You too will benefit..

Supporting / Relevant Evidence

That’s WHY….

Hence my recommendation…

Therefore…

Relevance / Implications

PERSUASIVE MESSAGES

Types of evidence:

1. Facts

2. Statistics

3. Testimonials - Institutional, Expert, End-user, Popular Endorsement

4. Case Studies

5. Demonstration

6. Visual Aids

7. Hypothetical

8. Analogies / Stories

Exercise in Pairs

You have to persuade your buddy on the following.....

Coercion

Negotiation

The Ladder of Effect

Self-motivating Imposed complianceEducated Choice Bargained compromise

Persuasion

Influence

Low - Volunteer Recipient’s Resistance Hi - Objector

Esc

alat

ion

of C

onse

quen

ce

Negotiation

The art of making an argument

Outcomes of Negotiation

Lose - Lose. This is when neither side gains from the conflict and usually results in resentment.

Lose - Win. This is when one party is unassertive and lets the other benefit despite the cost.

Win - Lose. One party imposes a solution on the other resulting in the loser feeling resentful and defeated.

Win - Win. Both parties will gain from the resolution with improved interpersonal relationships.

Options in Negotiation

Source - Thomas 1976

Level of Assertion

Level of Cooperation

Competing

Avoiding

Compromising

Collaborating

Accommodating

Coercion

“No one expects the Spanish Inquisition”

Leading Other People’s People

Coercion:

“To force to do something by threat, law or authority. To compel by forcible action”

(Macquarie)

Leading Other People’s People

Coercion Discussion:

What constitutes coercion?

When would you consider ever using it?

What are the consequences?

“Coercion attempts to force people to change beliefs, ideas, attitudes or behaviours using psychological pressure, undue influence, threats, anxiety, intimidation and/or stress.”

(Martyn Carruthers 2005)

Coercion

What does this look like in the day-to-day workplace?

• I demand that you do it.• I criticize you for not doing it.• I yell until you do it• I curse until you do it• I threaten with punishment if you don’t

do it.

(Buss et.al. 1987, 1995, 2003)

Coercion

When do employees or peers feel coerced?

The Leaders’ Influence Toolkit

Assertiveness

3C’s

Style of Negotiation

Drivers of Behaviour

Sphere of Influence

Personality

© LIW 2011

6

Days 5 & 6

© LIW 2012

Day 5Morning

• Review of your application to your

projects

Afternoon

• The leader as influencer - approaches and

skills

• Application to your project

Day 6Morning

• Leading up, down and across - effective

stakeholder management

Afternoon

• My plan to enhance Vietnam’s leadership

• Graduation

© LIW 2011

© LIW 2011

Managing StakeholdersStakeholder Management

Managing Stakeholders helps you understand:

With whom you need to work

How to work with them

Priorities for working with them

PRIMARY

ImpactedInvolved

Influencer

Strategic Stakeholder Web: Your Situation

Exercise

Consider your project…..

Who are the key cross-organizational

stakeholders?

Where they sit in the world?

How are they related to your project?

How critical are they to your success?

What is their preferred

communication style?

Who is missing?

PRIMARY

ImpactedInvolved

Influencer

Primary Actively invest in relationship building

Partner to resolve issues and manage tradeoffs

Jointly prepare for likely outcomes

Keep informed

Solicit feedback and input

Understand how your work affects them

Keep fully informed

Actively solicit opinions and perspectives

Ensure that their interests are recognized

Secondary Inform as needed

Delegate tasks appropriate with their role

Inform as needed

Advise of expected outcomes

Inform as needed

Seek guidance and advice

Monitor their positions

Where is your time best spent?

Working With Your Different Stakeholders

ImpactedInvolved Influencer

Credibility. Credibility has to do with the words we speak.

Reliability. Reliability has to do with actions.

Intimacy. Intimacy is the safety we feel talking to someone.

Self-orientation. Self-orientation refers is the focus of the person in question

T =C+R+I

S

Trust

Days 5 & 6

Day 5Morning

• Review of your application to your projects

Afternoon -

• The leader as influencer - approaches and

skills

• Application to your project

Day 6Morning

• Leading up, down and across - effective

stakeholder management

Afternoon

• My plan to enhance Vietnam’s leadership

• Graduation

Organisational Leadership Architecture®

Clarity Climate Competence

W1What are we

trying to achieve and

why?

Your Why

Your What

Your How

• The culture you want around you

The resources you need

• Your Knowledge & skills

• Your Behaviour & attitude

• Your Leader’s example

W2 Where are we

now?

W3What next?

Top 3 actions

Exercise in Pairs

Graduation

Finally...