ATHABASCA UNIVERSITY, FACULTY OF BUSINESSFACILITATED BY: DR. BARRY WRIGHT,DR. DEBORAH HURST &DR. LINDA BRAMBLE

DEVELOPING LEADERSMonday

Barry’s Background

                   

Deborah’s Backgrounde HurstKids1 

Agenda: Goals and Expectations

Know ThyselfDeveloping EQCommunicationBecoming a CoachUnderstanding the power of Diversity and

CultureDeveloping CreativityManaging StressInspiring Others and Building SpiritStorytellingQuick Start Leadership

Welcome to Developing Leaders

Checking In – to start each day we will ask you to spend a few minutes checking in with your peers – activity helps to build trust and community – today will do this in conjunction with introductions

Introductions – your name, role, organization, where you are in the MBA program

Reflection –share one reflection from your learning so far

Intention – share one intention you have for this week

90 second rule – please stand, speak clearly and loud enough for all to hear – no more than 90 seconds please

Course Learning Objectives

Find yourself as a leader: Learn concepts and applications, discuss how they would

apply in your work setting Explore yourself as a leader, how you see yourself, how this

shapes your thinking about your career How you will incorporate your learning into your current

role and longer term leadership Challenge your current assumptions about leadership –

what does leadership in the 21st century require of you? Learn to be a Leader – this is what we are talking about –

take this 8 week journey to experience leadership in a new way.

Learn at the individual, team and organizational level – think about how you might you apply what you are learning in your current work setting.

“Rules” for the Week

We are all responsible for our own good time!

Listen, Reflect, Respect, Question,

Have FunDid we mention to have

Fun?Any you would like to add?

Our In-Residence Plans

Living and Learning as LeadersReflecting on our learning and development

during the courseLong days, intense discussions, demanding

schedule, make an effort at balance Continue to document what you learn

throughout the week in your reflections journal.

Final assignment due in 4 weeks – Sunday, September 6th!

Your Online Contributions

Thank you for your on-line contributions, questions, reflections over the past three weeks

Our intention – continue to get to know one another while engaging with the conceptual materials

Online discussions , Self Assessment, Reflections - – defining leadership, knowing ourselves, emotional intelligence, teaming, coaching & inspiring others, story telling, honest conversations and dealing with stress

Our Grading Plan

25% - Participation in on-line discussions and preparation of team charter

15% - Team Charter – due on first day in-residence

25% - In-class Team Workshop35% - Final Individual Assignment – due on

Sept 6th … (you can send it in earlier)

Friday’s Team Assignment

In your group: lead the “class” through a leadership development experiential workshop.

Select a “leadership topic” – confirm with Deborah / Barry

Engage everyone in exercise (action versus teaching)

30 minutes on Friday AM Intro – Exercise – DeconstructHave fun – be creative!

Leadership DefinedKouzes and Posner

The art of mobilizing others to want to struggle for shared aspirations.

What does this definition mean to you?

Leadership is a process, not a position

Leader

Followers Situation

Leadership

Leadership is a process, not a position

Leader

Followers Situation

Leadership

Know ThyselfEQCommunicationCoaching skillsCreativityStress

Teams DiversityStyle Stretching

CultureAccountability

Know Thyself

Credited to the Oracle of Delphi (and others)

knowledge of one's beliefs, desires, and sensations

"learning how to be who you are" Why might this be important?

THIS IS THE KEY TO THE KINGDOM AND THIS IS THE TOWNTHIS IS THE BLIND HORSE THAT LEADS YOU AROUND

UNDER THE RED SKYBOB DYLAN

Blind Spots and Bias

Who are you NOW?

You are traveling on a highway and you have a two hour journey ahead of you.

The area you are traveling through has only one radio station.

If you could decide the type of music the station is playing would it be: 1) Rock 2) Rap / Hip Hop / Dance 3) Jazz / Blues 4) World Music / Folk

Pick one – write it down

To your corners

In your group – decide on words to describe “who” you are based on your musical choice.

As a group – come up with words to describe the other groups.

What has this to do with management?

Focus of this session

How do we overcome biases to make better decisions?

How we frame things makes a difference.

How do we REFRAME things.

The Power of Reframing

Psychic prisons prevent us seeing old problems in a new light – or new problems with an old perspective

We need to know how to REFRAME

Have a listen …

http://www.youtube.com/watch?v=iBqgr5xZLz0

LLL: Where we stand determines our view.

Another Game

Going to the Casino and you are offered:Gamble A: A 100% chance of losing $3000.

Gamble B: An 80% chance of losing $4000, and a 20% chance of losing nothing.

Game time - 2

Gamble A: A 100% chance of receiving $3000.Gamble B: An 80% chance of receiving $4000, and a 20% chance of receiving nothing.

What Kahneman and Tversky found

Game 1Gamble A: A 100% chance of losing $3000.

Gamble B: An 80% chance of losing $4000, and a 20% chance of losing nothing.

Risk-loving around LOSSESGame 2 Gamble A: A 100% chance of receiving $3000.

Gamble B: An 80% chance of receiving $4000, and a 20% chance of receiving nothing. 20%

Risk-averse around GAINS

Perceptual Blocks

Framing – stating things in a positive or negative manner

Selectivity - seek information (generally that supports your conclusion)

Similarity - believe others are like us Stereotyping - judging a person on the bases of

one’s perception of a group Halo effect - impression formed on one trait Statistical Regression to the Mean - failure to

recognize that performances tend towards the average, rather than extremes

Availability Heuristic - the tendency of people to base their judgments on information readily available to them

I don’t have any of these

http://en.wikipedia.org/wiki/List_of_cognitive_biases

Reframing OrganizationsBolman and Deal

Offer “four frames” to help leaders conceptualize different approaches to an issue.

Depending on the circumstances, one approach may be more appropriate than another. Or, more likely, a combination of approaches will be most successful.

Structural

Leaders who make decisions using this approach focus on structural elements within the organization as well as strategy, implementation, and adaptation.

Structural approaches work well when goals are clear, when cause-and-effect relationships are well understood, and when there is little conflict, uncertainty, or ambiguity.

Human Resource

Leaders who approach decisions from a human resource frame focus on people. This approach emphasizes support, empowerment (perhaps through distributed leadership mechanisms), staff development, and responsiveness to employee needs.

A focus on people works well when employee morale is a consideration and when there is relatively little conflict.

Political

Leaders who use a political approach to facilitate decisions focus on the political realities that exist within and outside organizations. This approach emphasizes dealing with interest groups (and their varying agendas), building power bases, coalition-building, negotiating conflicts over limited resources, and creating compromises.

The political approach is appropriate when resources are scarce or diminishing as well as when goals or values are in conflict.

Symbolic

Leaders who make decisions using a symbolic approach focus on vision and inspiration. Symbolic leaders feel that people need to believe that their personal work, and the work of the organization, is important and meaningful.

Traditions, ceremonies, and rituals are very important to the symbolic approach, which is most appropriate when goals and/or cause-and-effect relationships are unclear.

Reframe the Following

A MBA colleague and you were chatting about the four frames discussed at a recent residential course. They decide to pick up a newspaper and see if using the frames would help them “answer” some business questions. They find …

Approach

Understand our own possible “biases” around the situation

“Appreciate” the level of information available

Frame it from four vantage points – draw ‘wisdom’ from each.

Make a plan to move forwardBe prepared to share your plan

The Four Frames

Structural: focus strategy, implementation, and adaptation

Human Resource: focus on peoplePolitical: focus on power realities that exist within and outside organizations

Symbolic: focus on vision and inspiration

Takeaway?

What reflective point(s) might you take away from this session?

Managing perceptions

Be self aware Be aware of different schemas (bias)Be aware of perceptual distortionsBe aware of impression managementSeek a wide range of types of informationTry to see the situation as others would –

different frames

Communicating with Purpose

FOCUS: HOW TO GET THE LAST SEATBY: PRESENTING WITH AMMA

AND USING: INFLUENCE

Key to Presenting - Like a PRO

Purpose is to persuade

Perceptions more powerful than factsPeople are inundated with data

People forget fast

Effective presentations are balanced

“AMMA (I am) a Good Presenter

Satisfy these:

Attention-getting How can I get the audience attention?

Meaningful How can I make the message more meaningful?

Memorable How can I make the message more memorable?

Activating What will move them to act on what I present?

Preparation Know your audience -

approach from their perspective

Stages Objective

Key points (with supporting info) 3 or less

Preview and Summary

Opener

Closer “to do”

Preparing... Continued

Sequence Easy to follow (chronological,

topical, labels) Connected

Support points examples, images, emotions,

feelings, comparisons, quotations, findings, AV material

Optimal Effectiveness Visual = 55% Vocal = 38% Verbal = 7% Non-verbal Communication

Head movement Facial expressions Eye contact Hand movements Voice

Other ... Anxiety

Prepared Affirm Practice Relaxation

Questions Listen Determine Affirm Respond

“Feel, Felt, Found”

Let’s have some fun!

A space ship will be leaving our doomed planet – I guess that global warming thing had some truth.

There is one spot left – you believe there is no one left on earth better for the last seat than this one person (you decide who that is – can’t be anyone in this room).

Convince the last surviving members of the human race on earth that you know the right person and that this person should have the last seat.

Satisfy these:

Attention-getting How can I get the audience attention?

Meaningful How can I make the message more meaningful?

Memorable How can I make the message more memorable?

Activating What will move them to act on what I present?

Cialdini - Influence

Don’t forget these six “weapons of influence”!

1.Reciprocation - People tend to return a favor. 2.Commitment and Consistency - If people

commit, orally or in writing, to an idea or goal, they are more likely to honor that commitment.

3.Social Proof - People will do things that they see other people are doing.

4.Authority - People will tend to obey authority figures, even if they are asked to perform objectionable acts

5.Liking - People are easily persuaded by other people that they like.

6.Scarcity - Perceived scarcity will generate demand.

Get that last seat!

When ManagersInfluencedSuperiors*

When ManagersInfluenced

Subordinates

ReasonCoalitionFriendlinessBargainingAssertivenessHigher authority

ReasonAssertivenessFriendlinessCoalitionBargainingHigher authoritySanctions

Most Popular

Least Popular

*The dimension of sanctions is omitted in the scale that measures upward influence.

Popularity of Tactics

Summary

AMMAVisual, Vocal, VerbalThree peatImage, Analogy, FeelFeeling, Felt, FoundCialdini’s Influence RASCLS

Deb’s True Colours

Day Re-cap

Who are you now?Friday WorkshopBlind spots & BiasFramingCommunicating with PurposeTrue ColoursTonight: Group WorkTuesday plans