ldp workbook - eng

18
Leadership Development Program - LDP 2012 Blended Leadership Development Program Workbook Days 5 & 6 LEADERSHIP DEVELOPMENT PROGRAM/ LDP 2012

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Page 1: Ldp   workbook - eng

Leadership Development Program -

LDP 2012

Blended Leadership Development Program

Workbook Days 5 & 6

LEADERSHIP DEVELOPMENT PROGRAM/ LDP 2012

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Copyrighted by LIW 2/18 Workbook Day 5 & 6

Day 5

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Copyrighted by LIW 3/18 Workbook Day 5 & 6

A recap of the LDP so far

Lets review the;

Leadership Pipeline

3Ws

3C's

OLA

Psychology of Leadership

Thinking preferences

Coaching

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Our Agenda

Days 5 & 6

© LIW 2012

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

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A review of your projects and their progress to date

Project Presentations

© LIW 2012

What are your main observations and lessons learnt?

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Leading other people's people

Influence - Persuasion - Negotiation - Coercion

Coercion

Negotiation

The Ladder of Effect

Self-motivating Imposed complianceEducated Choice Bargained compromise

Persuasion

Influence

Low - Volunteer Recipient’s Resistance Hi - Objector

Escala

tion o

f Consequence

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

“Astrol”

(Macquarie)

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Manager, marketer, sales person, trainer, coach or parent, your effectiveness is directly

correlated to your ability to influence. It is a truism that we are paid not so much for what we do

but what we influence others to do.

Influence is when you effectively alter someone else’s perceptions, views, beliefs, attitudes,

decisions thus altering their actions. The expert influencer understands people, how they think,

what makes them tick and how to get on the same wavelength.

Successful leaders, entrepreneurs and agents of change, know and appreciate the power to

influence; they do not leave things to chance and hope they make a good impression they plan

and practice their strategy to ensure success.

Influencing -Communication Styles

FLIGHT

PASSIVE

BIOLOGICAL

RESPONSE

AGGRESSIVE

FIGHT

SOCIAL, LEARNED

RESPONSE

ASSERTIVE

Qualities of:

Aggressive Communication

Passive Communication

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Assertive Communication

Mixed messaged Exercise

Exercise Mixed Messages

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This exercise is carried out in 4's

You will be given a statement to say in three ways ;

Aggressive

Passive

Assertive

How do you change your tone, body language and manner?

How convincing are you?h of your colleagues will give you avote out of 5 to give you feedback?

Which do you find the hardest?

Which stakeholders will you need to practice this most with?

Social Contract

• Technical

• Emotional

• Behavioural

Need

s

Influencing:Clarifying your relationships up front

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A social contract is a way of working with someone where you establish clarity up front about

what your mutual needs are.

In pairs try this exercise

If you were working together on your project - ask each other

what are we both trying to achieve and what will be the metrics of success?

What are key characteristics that I know can upset me when working (for instance timeliness,

accuracy?)

What behaviours so w expect from each other?

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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)

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

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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

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Where do you think you're preference is?

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?

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Day 6

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Setting the right climate for stakeholders

© LIW 2011

© LIW 2011

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Stakeholder management and mapping

This graphic represents two levels of stakeholders: primary and secondary and how they are

impacted by you/your project: involved, impacted and influencer.

Managing Stakeholders helps you understand:

• With whom you need to work

• How to work with them

• Priorities for working with them

Strategic Stakeholder Web: Your Situation

Exercise

Consider a project, goal, initiative or challenge from your

environment

• Who are the key cross-organizational stakeholders?

• Where to the 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?

7 minutes to prepare

5 minutes to share with neighbour

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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

© LIW 2011

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My plan to enhance Vietnam's leadership

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

© LIW 2011

Organisational Leadership Architecture®

© LIW 2012

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?

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