ldp workbook - eng
TRANSCRIPT
Leadership Development Program -
LDP 2012
Blended Leadership Development Program
Workbook Days 5 & 6
LEADERSHIP DEVELOPMENT PROGRAM/ LDP 2012
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Day 5
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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
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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
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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
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© 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
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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
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Organisational Leadership Architecture®
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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