managing 360? - upward downward & sideways · 2020. 3. 17. · managing 360 - upward, downward...
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Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 1
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 1
Managing 360◦ - Upward, Downward & Sideways
presented by Cathi Hight
Cathi Hight• President of Hight Performance Group
• The nation’s member retention specialist
• Developer of the Member Retention Kit
• National instructor for the U.S. Chamber’s Institute for Organization Management
• Previously was Vice President of Operations for the Chamber of Commerce of Hawaii
• Served on the Boulder Chamber of Commerce board and is the Member Council Chair, (focuses on building a sustainable membership base)
• President of the Boulder Area Human Resources Association (BAHRA)
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 2
• Is a member of the:
– Society for Human Resource Management (SHRM)
– American Chamber of Commerce Executives (ACCE)
– American Society of Association Executives (ASAE)
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 2
Session Outcomes• Discover Political Competence and
Why You Need It
• Recognize The Style Factor: How to Create Situational Power
• Develop the Partnership Factor: C t Wi Wi O t
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 3
Create Win-Win Outcomes
• Unleash the Courage Factor: The Secret to Getting Your Needs Met
The Success Secrets Your Dad Didn’t Tell You and Your Mom Didn’t Know
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 4
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 3
360° Management
Requires general influence skills,
relationship management, negotiation
techniques and working well with others
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 5© 2011 Hight Performance 5
Political Competence
“Political competence is the ability to understand what you can and cannot control, when to take yaction, anticipate who is going to resist your agenda, and determine whom you need to push your agenda forward.
“Being political…is being aware of the interests of others, finding areas of common ground, bringing others on board, and leading them in the pursuit of
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 6
others on board, and leading them in the pursuit of a goal.”
--Samuel B. BacharachGet Them on Your Side
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 4
Political Competence Stages
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 7
Different Goals and Approaches• Broad changes
(throw out the baby with bath water)
• Fundamental transformation
• Not adhering to
• Specific, incremental improvements
• Focused on short term• Careful, risk-aversive
• Not adhering to rules
Tinkering Goals
Overhauling Goals
Improvising Planning
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 8
• Assumes “you can’t see around the corner”
• Builds flexibility in the system
• Prepares for creative, fluid adaptation
• Believes in trial & error (learn from experiences
• Clearly defined goals• Well-defined roles and
responsibilities• Prepares for change and
consequences• Assumes the future is
predictable
ApproachApproach
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 5
Different Goals and Approaches = Different Agendas
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 9
Identify Stakeholder Agendas
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 10
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 6
Get Them on Your Side1. Create your coalitions
– Enroll allies to coalesce around common goal
3. Get support
– Who supports you?
Who offers organizational– Consider who has influence
over resistors
2. Establish your credibility
– Positional authority
– Personal integrity
– Expertise and knowledge
– Time and opportunity
– Who offers organizational validation?
– Who can bear witness to your worthiness?
4. Justify action
– Rational Scenario “Look at the numbers”
– Mimicking Scenarios “Everyone’s doing it”
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 11
Time and opportunity Everyone s doing it
– Regulation Scenario “They are making us do it”
– Standards/Expectations “They expect this from us”
Keep Them on Your Side
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 12
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 7
The Style Factor—Create Situational Power
“The one who makes it to the top hasThe one who makes it to the top has luck, works hard, is bright and believes in team work. Although it’s not a personality game, you have to be personable, likable, and able to get along.”
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 13
--J. Richard Munro, CO-CHAIRMAN AND CO-CEO Time Warner, Inc.
What’s Your Style?
Decide how well the cards you have describe your characteristics
T d d ith th ti i t til
y
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 14
Trade cards with other participants until you have three that describe you well
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 8
Successful People Understand the Style Factor
• Understand themselves and how their behavior affects others
• Understand their reactions to other people
• Know how to maximize on their behavioral strengths and minimize overusing them
• Know how to adapt their behavior to meet
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 15
• Know how to adapt their behavior to meet the preferences of other people and particular situations
15
Different Styles, Different Needs
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 1616
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 9
Understand Style Preferences
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 17
Flex Your Style to Adapt
to Others
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 18
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 10
The Partnership Factor—Create Win-Win Outcomes with Your Boss
“Trust is a skill, one that is an aspect of virtually all human practices, cultures, and relationships.”
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 19
--Robert C. Sullivan
Build a Strong Partnership with Your Boss
• Solicit clear expectations and priorities
• Huddle on a regular basis to provide updates, discuss challenges, and to evaluate how well expectations are being met
• Provide adequate information, based on his/her communication preferences and needs
• Relay good news and bad news
• Recognize that building trust takes time and that trust is another word for reliability
• Help him/her to manage priorities and time more effectively
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 20
• Sell your issues by framing the benefits to him/her and the organization
• Give positive reinforcement—everyone welcomes positive feedback
• Focus on what you can change or control
• Watch the organization’s money
20
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 11
Unleash the Courage Factor—The Secret to Getting Your Needs Met
“In business, courageous action is really a , g yspecial king of calculated risk taking. People who become good leaders have a greater than average willingness to make bold moves, but they strengthen their chances of success—and avoid career suicide—through careful
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 21
deliberation and preparation.”--Kathleen K. Reardon
Professor of Management and Organization, USC
Courage is Essential
“Courage is the first of the humanCourage is the first of the human qualities because it is a quality
which guarantees all the others.”
--Winston Churchill
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 22
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 12
Practice Courage
1. Set Your Goals
2. Determine Your Goal’s Importance
3. Tip the Power Balance
4. Weigh Risks and Benefits
5. Select the Right Time
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 23
6. Develop Contingency Plans
Prepare for Your Defining Moment
“Time is a tyrant: inaction is a choice. When uncertainty reigns, the great danger is in stopping to wait until it resolves, if it ever does. Those who instead, take action will influence the outcome.”
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 24
--Tsun-yan Hsieh, Director, Sony Corporation
Managing 360◦ - Upward, Downward & Sideways Presented by Cathi Hight
www.HightPerformance.com 13
Session Outcomes• Discover Political Competence and
Why You Need It
• Recognize The Style Factor: How to Create Situational Power
• Develop the Partnership Factor: C t Wi Wi O t
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 25
Create Win-Win Outcomes
• Unleash the Courage Factor: The Secret to Getting Your Needs Met
To Your Success!• Benchmarking and special
projects• Onsite and virtual staff
training• Board retreats and strategic
planning sessions• Membership retention plans• Conference presentations and
workshops
© 2013 Hight Performance Group, Inc. Managing 360◦ - Upward, Downward & Sideways 26
• Books, webinars and articles on our web site: www.hightperformance.com
• Contact us at (512) 354-7219 or at cathi@hightperformance.com
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